Armstrong On Reinventing Performance Management: Building A Culture Of Continuous Improvement
by Michael Armstrong /
2017 / English / PDF
5.8 MB Download
Armstrong on Reinventing Performance Management
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.
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
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.
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.