Human resource management practice I also available by michael armstrong

Part 

6

  Performance and Reward

354

References

Aguinis, H (2005) Performance Management, Upper 

Saddle River NJ, Pearson Education

Armstrong, M and Baron, A (1998) Performance 

Management: The new realities, London, CIPD

Armstrong, M and Baron, A (2004) Managing 

Performance: Performance management in action, 

London, CIPD

Bandura, A (1977) Social Learning Theory, 

Englewood Cliffs, NJ, Prentice-Hall

Bandura, A (1986) Social Boundaries of Thought 

and Action, Englewood Cliffs, NJ, Prentice-Hall

Beer, M and Ruh, R A (1976) Employee growth 

through performance management, Harvard 

Business Review, July–August, pp 59–66

Bernadin, H K, Kane, J S, Ross, S, Spina, J D and 

Johnson, D L (1995) Performance appraisal 

design, development and implementation, in (eds) 

G R Ferris, S D Rosen, and D J Barnum, 

Handbook of Human Resource Management, 

Cambridge, MA Blackwell

Blanchard, K H (1989) The One Minute Manager – 

Live!, London, CareerTrack Publications

Brown, D (2010) Practice what we preach?, posted  

by Reward Blogger, 6 December, London, CIPD

Brown, D (2011) Performance management – can it 

ever work?Manager, Summer, p 16

Brumbach, G B (1988) Some ideas, issues and 

predictions about performance management, 

Public Personnel Management, Winter, 

pp 387–402

Campbell, J P (1990) Modelling the performance 

prediction problem in industrial and 

organizational psychology, in (eds) M D Dunnette 

and L M Hough, Handbook of Industrial and 

Organizational Psychology, Palo Alto CA, 

Consulting Psychologists Press, pp 687–732

360-degree feedback

360-degree feedback, also known as multisource 

feedback, is a process in which someone’s 

performance is assessed and feedback is given by  

a number of people who may include their manager, 

subordinates, colleagues and customers.

Introducing performance management

The programme for introducing performance 

management should take into account that one of the 

main reasons why it fails is that either line managers 

are not interested, or they don’t have the skills, or both.

The demanding skills of concluding performance 

agreements, setting objectives, assessing 

performance, giving feedback and coaching need to 

be developed by formal training supplemented by 

coaching and the use of mentors.

Requirements for success

 

●

More performance management training;

 

●

emphasis on employee recognition;

 

●

the corporate culture emphasizes the importance  

of performance and values engagement;

 

●

performance management is strategically 

integrated with human resource management and 

the business plans of the organization;

 

●

a positive employee relations climate.