Performance management : key strategies and practical guidelines

Managing staff performance is an effective mechanism for developing both staff and organizational growth. By clarifying an organization’s objectives, translating these into clear individual goals, and reviewing these goals regularly, performance management provides a well-structured and effective management tool. In this revised and updated third edition, Armstrong incorporates the findings of two major research projects on performance management and illustrates the results with numerous case studies, providing invaluable advice from experienced practitioners. Performance Management provides the ideal action plan for any manager wanting to get the best from his or her employees. It is packed with detailed, practical advice. Contents......Page 6 PERFORMANCE MANAGEMENT DEFINED......Page 10 AIMS OF PERFORMANCE MANAGEMENT......Page 11 CHARACTERISTICS OF PERFORMANCE MANAGEMENT......Page 12 DEVELOPMENTS IN PERFORMANCE MANAGEMENT......Page 13 CONCERNS OF PERFORMANCE MANAGEMENT......Page 14 UNDERSTANDING PERFORMANCE MANAGEMENT......Page 15 PERFORMANCE APPRAISAL AND PERFORMANCE MANAGEMENT......Page 18 VIEWS ON PERFORMANCE MANAGEMENT......Page 19 PERFORMANCE MANAGEMENT AND THE PSYCHOLOGICAL CONTRACT......Page 20 THE PROCESS OF PERFORMANCE MANAGEMENT......Page 21 PERFORMANCE MANAGEMENT AS A PROCESS OF MANAGEMENT......Page 24 HOW PERFORMANCE MANAGEMENT WORKS......Page 25 PERFORMANCE MANAGEMENT ACTIVITIES......Page 27 PERFORMANCE MANAGEMENT IN ACTION......Page 28 IRS, 2003......Page 44 LAWLER AND MCDERMOTT, 2003......Page 45 CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT, 2003......Page 46 E-REWARD, 2005......Page 48 PERFORMANCE AND DEVELOPMENT PLANNING......Page 58 ROLE PROFILES......Page 59 OBJECTIVE SETTING......Page 63 PERFORMANCE MEASURES AND ASSESSMENT......Page 68 PERFORMANCE PLANNING......Page 74 DEVELOPMENT PLANNING......Page 75 THE PERFORMANCE AGREEMENT......Page 76 CHECKLIST – PERFORMANCE AND DEVELOPMENT PLANNING......Page 77 5 Managing performance throughout the year......Page 78 THE CONTINUING PROCESS OF PERFORMANCE MANAGEMENT......Page 79 UPDATING OBJECTIVES AND WORK PLANS......Page 80 MANAGING CONTINUOUS LEARNING......Page 81 THE PERFORMANCE REVIEW MEETING......Page 84 PERFORMANCE REVIEW DIFFICULTIES......Page 85 PERFORMANCE REVIEW ISSUES......Page 86 ORGANIZATIONAL ISSUES......Page 88 ON WHOM SHOULD PERFORMANCE REVIEWS FOCUS?......Page 89 CRITERIA......Page 90 OUTCOME ISSUES......Page 91 DEALING WITH POSITIVE AND NEGATIVE ELEMENTS......Page 92 USING REVIEWS AS A COMMUNICATIONS CHANNEL......Page 93 WHEN SHOULD REVIEWS BE HELD?......Page 94 PERFORMANCE REVIEW PROBLEMS......Page 95 EVALUATING PERFORMANCE REVIEWS......Page 97 PREPARING FOR REVIEW MEETINGS......Page 98 SELF-ASSESSMENT......Page 104 GIVING FEEDBACK......Page 107 APPROACH TO ASSESSMENT......Page 110 FACTORS AFFECTING ASSESSMENTS......Page 111 OVERALL ANALYSIS OF PERFORMANCE......Page 112 NARRATIVE ASSESSMENT......Page 113 RATING......Page 114 FORCED RANKING......Page 123 VISUAL METHODS OF ASSESSMENT......Page 124 CONCLUSION......Page 126 IMPROVING PERFORMANCE AT THE ORGANIZATIONAL LEVEL......Page 128 DEALING WITH THE PROBLEM – OVERALL STRATEGY......Page 129 DEALING WITH THE PROBLEM – HUMAN RESOURCE IMPROVEMENT......Page 130 TOP MANAGEMENT LEVERS FOR IMPROVING PERFORMANCE......Page 131 PERFORMANCE MANAGEMENT AT THE ORGANIZATIONAL LEVEL......Page 132 IMPROVING TEAM PERFORMANCE......Page 138 IMPROVING INDIVIDUAL PERFORMANCE......Page 140 MANAGING UNDERPERFORMERS......Page 141 9 Performance management administration......Page 146 PURPOSE......Page 147 INFORMATION FOR THE HR DEPARTMENT......Page 148 FORM DESIGN......Page 149 WEB-ENABLED PERFORMANCE MANAGEMENT......Page 151 10 Performance management and learning......Page 152 LEARNING OPPORTUNITIES......Page 153 PERSONAL DEVELOPMENT PLANNING......Page 155 COACHING......Page 157 11 Performance management and reward......Page 160 PERFORMANCE MANAGEMENT AND NON-FINANCIAL REWARDS......Page 161 PERFORMANCE MANAGEMENT AND PAY......Page 162 360-DEGREE FEEDBACK DEFINED......Page 166 USE OF 360-DEGREE FEEDBACK......Page 167 RATIONALE FOR 360-DEGREE FEEDBACK......Page 168 360-DEGREE FEEDBACK – METHODOLOGY......Page 169 DEVELOPMENT AND IMPLEMENTATION......Page 171 360-DEGREE FEEDBACK – ADVANTAGES AND DISADVANTAGES......Page 173 360-DEGREE FEEDBACK – CRITERIA FOR SUCCESS......Page 174 TOP MANAGERS......Page 176 LINE MANAGERS......Page 177 THE ROLE OF HR......Page 182 APPROACH TO DEVELOPMENT......Page 184 THE DEVELOPMENT FRAMEWORK......Page 188 PERFORMANCE MANAGEMENT DEVELOPMENT PROGRAMME......Page 189 THE RATIONALE FOR PERFORMANCE MANAGEMENT......Page 198 SKILLS......Page 199 FORMAL LEARNING......Page 200 LESS FORMAL LEARNING......Page 202 METHOD......Page 204 A TYPICAL APPROACH......Page 206 POINTS TO BE COVERED......Page 207 OUTCOME......Page 209 References......Page 210 Further reading......Page 214 Author index......Page 220 Subject index......Page 221 Provides detailed, practical advice on key topics including performance management processes; measuring performance; 360-degree feedback; managing organizational performance; performance management and pay; and the practice of performance management. This edition incorporates the findings of two major research projects on performance management and illustrates the results with numerous case studies, providing invaluable advice from experienced practitioners