By Michael Armstrong
Coping with employees functionality is an efficient mechanism for constructing either employees and organizational progress. by way of clarifying an organization’s ambitions, translating those into transparent person targets, and reviewing those objectives on a regular basis, functionality administration offers a well-structured and potent administration tool. This re-creation of Armstrong’s instruction manual of functionality administration seems on the result of significant learn during this zone. Armstrong considers how evidence-based fabric can tell one’s figuring out of functionality administration, and he offers sensible advice on how this proof might be interpreted and utilized.
Read or Download Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance, Fourth Edition PDF
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Extra info for Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance, Fourth Edition
Performance management is a method of influencing behaviour within a context in directions that will meet the needs of the stakeholders in the organization. It has been said by Nadler and Tushman (1980) that: The manager needs to understand the patterns of behaviour that are observed to predict in what direction behaviour will move (particularly in the light of management action) and to use this knowledge to control behaviour over the course of time. Effective managerial action requires that the manager be able to diagnose the situation he or she is working in.
Systems theory is the basis of the input–process–output–outcome model of managing performance, which assesses the entire contribution that an individual makes within the system in carrying out his or her allotted tasks, not just the outputs. Inputs – the skills and knowledge that an individual brings to a job – together with process – which is how people actually perform their jobs – are measured to assess development and learning needs. Outcomes measure the scale of the individual’s contribution to overall team, department and corporate performance, and are central to performance management.
There may be too much top-down control and change may go in the wrong direction, but if there is an enlightened approach that appreciates the need to involve stakeholders, then top management leadership will get things done and convey the message that performance management is important. Performance management processes will vary in accordance with the composition of the workforce. For example, a firm employing mainly knowledge workers is likely to adopt a different approach from a manufacturing firm.