Armstrong's Handbook of Performance Management: An by Michael Armstrong

By Michael Armstrong

Coping with employees functionality is a good mechanism for constructing either employees and organizational development. via clarifying an organization’s goals, translating those into transparent person pursuits, and reviewing those ambitions 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 appears on the result of significant examine during this region. Armstrong considers how evidence-based fabric can tell one’s knowing of functionality administration, and he offers sensible information on how this facts could be interpreted and utilized.

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Extra info for Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance, Fourth Edition

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If they are forced to appraise according to the book they may do it badly. It is claimed that individuals either dread the appraisal meeting because it is potentially threatening (even though managers are notoriously unwilling to criticize openly), or because they perceive it as an irrelevant bore, with their managers ‘going through the motions’. There is said to be general dissatisfaction amongst both managers and individuals with rating systems, which they see as being applied inconsistently and unfairly.

An important aim of performance management is to increase self-efficacy by giving individuals the opportunity to consider and discuss with their managers how they can do more. But the onus is on managers to encourage self-belief in the minds of those with whom they discuss performance and development. Social learning theory Social learning theory, also developed by Bandura (1977), combines aspects of reinforcement and expectancy theory. It recognizes the significance of the basic concept of reinforcement as a determinant of future behaviour but also emphasizes the importance of internal psychological factors, especially expectations about the values of goals and the ability of individuals to reach them.

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.

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Armstrong's Handbook of Performance Management: An by Michael Armstrong
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