Human resource management practice I also available by michael armstrong



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Armstrongs Handbook of Human Resource Management Practice 1

Questions

What are the primary elements of performance 

management?

What are the key processes in the performance 

management cycle?

What are the key issues in performance 

management?

What is 360-degree feedback?




Chapter 

25

  Performance Management

355

Cappelli, P (2008) Talent on Demand: Managing 



talent in an uncertain age, Boston, MA, Harvard 

Business School Press

Cascio, W F (2010) Managing Human Resources: 

Productivityquality of work life, profits, New 

York, McGraw-Hill Irwin

Chamberlin, J (2011) Who put the ‘art’ in SMART 

goals? Management Services, Autumn, pp 22–27

Coens, T and Jenkins, M (2002) Abolishing 

Performance Appraisals: Why they backfire and 

what to do instead, San Francisco, CA, Berrett-

Koehler


Deming, W E (1986) Out of the Crisis, Cambridge, 

MA, Massachusetts Institute of Technology  

Centre for Advanced Engineering Studies

e-reward (2005) Survey of Performance Management 



Practice, Stockport, e-reward

Gheorghe, C and Hack, J (2007) Unified performance 

management: how one company can tame its 

many processes, Business Performance 



Management, November, pp 17–19

Grint, K (1993) ‘What’s wrong with performance 

appraisal? A critique and a suggestion’, Human 

Resource Management Journal, 3 (3) pp 61–77

Grint, K (1995) Management: A sociological 



introduction, Cambridge, Polity Press

Guest, D E and Conway, N (1998) An analysis of  

the results of the CIPD performance management 

survey, in M Armstrong and A Baron,  



Performance Management: The new realities

London, CIPD

Haines, V Y and St-Onge, S (2012) Performance 

management effectiveness: practices or context? 



International Journal of Human Resource 

Management, 23 (6), pp 1158–75

Institute of Personnel Management (1992) 



Performance Management in the UK: An analysis 

of the issues, IPM, London

Jones, P, Palmer, J, Whitehead, D and Needham, P 

(1995) Prisms of performance, The Ashridge 

Journal, April, pp 10–14

Kochanski, J (2007) Sibson reveals secrets of 

successful performance management, Employee 

Benefit News, September, pp 22–23

Latham, G P and Locke, E A (1979) Goal Setting –  

a motivational technique that works, 

Organizational Dynamics, Autumn, pp 442–47

Lawler, E E and McDermott, M (2003) Current 

performance management practices; examining  

the impacts, WorldatWork Journal, 12 (2), 

pp 49–60

McDonald, D and Smith, A (1991) A proven 

connection: performance management and 

business results, Compensation & Benefits Review

January–February, pp 59–64

Postuma, R A and Campion, M A (2008) Twenty  

best practices for just performance reviews, 

Compensation & Benefits Review, January–

February, pp 47–55

Pulakos, W D (2009) Performance Management

Chichester, Wiley-Blackwell

Pulakos, E D, Mueller-Hanson, R A and O’Leary,  

R S (2008) Performance management in the US,  

in (eds) A Varma, P S Budhwar and A DeNisi, 

Performance Management Systems: A global 

perspective, Routledge, Abingdon

Risher, H (2005) Getting serious about performance 

management, Compensation & Benefits Review

November–December, pp 18–26

Rodgers, R and Hunter, J E (1991) Impact of 

management by objectives on organizational 

performance, Journal of Applied Psychology

76 (2), pp 322–36

Shields, J (2007) Managing Employee Performance 

and Reward, Port Melbourne, Cambridge 

University Press

Warren, M (1972) Performance management:  

a substitute for supervision, Management Review

October, pp 28–42

WorldatWork and Sibson (2010) The State of 



Performance Management, Scottsdale AZ, 

WorldatWork




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