Armstrong`s Handbook of Performance Management – An Evidence–Based Guide to Performance Leadership

Chapter - 00: Introduction Section - Part One: Performance management fundamentals; Chapter - 01: The meaning and nature of performance management; Chapter - 02: The conceptual framework of performance management; Chapter - 03: Performance management systems; Chapter - 04: Performance management issues; Chapter - 05: Performance management developments; Section - Part Two: Performance management processes; Chapter - 06: Performance leadership; Chapter - 07: Performance and development planning; Chapter - 08: Assessing performance; Chapter - 09: Conducting performance reviews; Chapter - 10: Multi-source feedback; Section - Part Three: Performance management skills; Chapter - 11: Defining objectives; Chapter - 12: Providing feedback; Chapter - 13: Coaching; Chapter - 14: Managing underperformance; Section - Part Four: Applications of performance management; Chapter - 15: Managing organizational performance; Chapter - 16: Managing team performance; Chapter - 17: International performance management; Chapter - 18: Managing the performance of homeworkers; Chapter - 19: Performance management and learning; Chapter - 20: Performance management and talent management; Chapter - 21: Performance management and reward; Chapter - 22: Performance management and employee engagement; Section - Part Five: Managing performance management; Chapter - 23: Developing performance management; Chapter - 24: Learning about performance management; Chapter - 25: Evaluating performance management; Section - Part Six: Conclusions; Chapter - 26: Where is performance management today?;