Armstrong on Reinventing Performance Management
eBook - ePub

Armstrong on Reinventing Performance Management

Building a Culture of Continuous Improvement

  1. English
  2. ePUB (mobile friendly)
  3. Available on iOS & Android
eBook - ePub

Armstrong on Reinventing Performance Management

Building a Culture of Continuous Improvement

About this book

Armstrong on Reinventing Performance Management presents a holistic approach to performance management, drawing on Michael Armstrong's vast research and experience. Most organizations have performance management processes in one form or another, but these are often based on formal annual reviews, forced rankings and directly linked to pay decisions. These traditional approaches are often at the expense of ongoing, continuous feedback and focus on looking back at what has or has not been achieved rather than looking forward. Direct links to pay decisions avert attention from people development, and managers often get lost in the bureaucracy of complex forms rather than fully engaging with their people. Armstrong on Reinventing Performance Management details how to build a culture of ongoing feedback and coaching and provides case studies of how this approach to building performance has been effective in organizations including Deloitte, Gap, Expedia and Google. Filled with practical advice, including how to deal with underperformers, it enables organizations to remove overly bureaucratic and ineffective systems based on top-down judgments and ratings, and demonstrates how to get line managers' support for the process focusing on actionable feedback and growth.

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Yes, you can access Armstrong on Reinventing Performance Management by Michael Armstrong in PDF and/or ePUB format, as well as other popular books in Business & Human Resource Management. We have over one million books available in our catalogue for you to explore.

Information

Publisher
Kogan Page
Year
2017
Print ISBN
9780749478117
eBook ISBN
9780749478124

INDEX

Accenture 67, 111–12
Adobe 66–67, 111
annual performance reviews 81, 105–17, 182–83
appraisal, see performance appraisal
Arkin, A 134
Armstrong, K 36–37
Armstrong, M 7, 16, 21, 50–51, 56–57, 75–76
Balzer, W K 14
Baron, A 7, 21, 50–51, 56–57
Bartlett, C J 121–22
Beer, M 17
behaviour 9
behavioural anchored rating scales 5, 14
behavioural observation scales 14
Bernadin, H J 14
Bevan, S 20
Biron, M 58
Brown, D 2, 32, 38
Brutus, S 123
Buckingham, M 67, 184
Buckley, M R 14
Cargill 128
Cascio, W F 28
CEMEX UK 23
Chamberlin, J 80
Chartered Institute of Personnel and Development (CIPD) 7, 37, 39, 144
check-ins 66, 73
Cleveland, J 121
coaching 143–146
Coens, T 32, 55–56, 76
Colbert, C 1, 56
competencies 7, 22
connects 72, 72
continuous development 141–42
Conway, ...

Table of contents

  1. Cover
  2. Half Title
  3. Title Page
  4. Copyright
  5. Contents
  6. Introduction
  7. 01 Performance management – the concept
  8. 02 Performance management – the reality
  9. 03 Effective performance management
  10. 04 What’s happening to performance management?
  11. 05 Performance management – the issues
  12. 06 Improve objective setting
  13. 07 Replace the annual performance review
  14. 08 Abolish rating
  15. 09 Enhance personal development
  16. 10 Provide training
  17. 11 Reinventing performance management
  18. Appendix A: Performance management case study: Gap Inc
  19. Appendix B: Performance management case study: Microsoft
  20. Index
  21. Backcover