By Michael Armstrong
Coping with employees functionality is an efficient mechanism for constructing either employees and organizational progress. via clarifying an organization’s ambitions, translating those into transparent person targets, and reviewing those objectives usually, functionality administration presents a well-structured and potent administration tool. This re-creation of Armstrong’s instruction manual of functionality administration appears to be like on the result of significant study during this zone. Armstrong considers how evidence-based fabric can tell one’s knowing of functionality administration, and he offers functional assistance on how this proof might be interpreted and utilized.
Read Online or Download Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance, Fourth Edition PDF
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Additional info for Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance, Fourth Edition
Organizations that function as bureaucracies, appropriately or inappropriately, are more likely to have a formalized performance management system. The system will probably be centrally controlled by HR and the emphasis will be on the annual appraisal carried out in accordance with strictly defined rules. The appraisal may be a top-down judgemental affair, often referring to personality traits. Performance and potential will be rated. Organizations that work flexibly with an emphasis on horizontal processes and teamwork are more likely to have a less formal process of performance management, leaving more scope for managers and teams to manage their own processes in accordance with agreed principles.
The values refer to beliefs that: • The management of the organization has the overriding responsibility for creating the conditions in which high performance is achievable. • Everyone is concerned with the improvement of performance; it is the joint responsibility of managers and their teams and they are mutually dependent on one another to attain this purpose. • People should be valued for what they are as well as what they achieve. • The needs of individuals as well as those of the organization must be recognized and respected.
An expectancy-based motivational model for individual performance improvement was devised by DeNisi and Pritchard (2006). It is based on the belief that people allocate energy to actions in a way that will maximize their anticipated need satisfaction. The sequence is: actions > results > evaluation > outcomes > need satisfaction > performance The key for performance management is to ensure that evaluations and outcomes are structured so that employees will focus their actions in the ways desired by the organization, resulting in the kind of performance that is needed and appropriate rewards.