Download e-book for kindle: Armstrong's Handbook of Performance Management: An by Michael Armstrong
By Michael Armstrong
Dealing with employees functionality is an efficient mechanism for constructing either employees and organizational development. through clarifying an organization’s goals, translating those into transparent person pursuits, and reviewing those targets frequently, functionality administration offers a well-structured and potent administration tool. This re-creation of Armstrong’s instruction manual of functionality administration appears on the result of significant learn during this zone. Armstrong considers how evidence-based fabric can tell one’s realizing of functionality administration, and he offers functional suggestions on how this proof might be interpreted and utilized.
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Additional info for Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance, Fourth Edition
But it exists and the research quoted in Chapter 13 has demonstrated that interest is growing – why? The market economy and entrepreneurial culture of the 1980s focused attention on gaining competitive advantage and getting added value from the better use of resources. Performance orientation became important, especially in the face of global competition and recession. The rise of human resource management (HRM) also contributed to the emergence of performance management. As mentioned by Sparrow (2008), this rise was accompanied by a shift in focus from appraisal to a broader agenda of improving performance, an emphasis on more open and honest communication between managers and individuals on behaviours and outcomes, and the need to engage and motivate employees.
The emphasis given to collective effort and teamwork conflicts with the individualistic ethic of performance appraisal practice. • The nature of performance appraisal, which involves one individual making judgements on another, ‘tends to reinforce authority relations and defines dependency’. A survey of 48 organizations in the Midlands established that the major benefit claimed by those with what they considered to be successful systems was its use in getting people to achieve work goals. The problems faced by some organizations were measuring performance and the extra demands made on managers.
The concept of performance management then lay fallow for some years but began to emerge in the United States as a new approach to managing performance in the mid-1980s. However, one of the first books exclusively devoted to performance management was not published until 1988 (Plachy and Plachy). They described what had by then become the accepted approach to performance management as follows. 22 The Background to Performance Management Performance management as described by Plachy and Plachy in 1988 Performance management is communication: a manager and an employee arrive together at an understanding of what work is to be accomplished, how it will be accomplished, how work is progressing toward desired results, and finally, after effort is expended to accomplish the work, whether the performance has achieved the agreed-upon plan.
Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance, Fourth Edition by Michael Armstrong