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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