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Armstrong's Handbook of Performance Management

Armstrong's Handbook of Performance Management

An Evidence-Based Guide to Delivering High Performance

Michael Armstrong


Get practical advice on managing performance with this complete guide that covers innovations such as 360-degree feedback alongside development planning.

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About the book

Managing staff performance is an effective mechanism for developing both staff and organizational growth. By clarifying an organization's objectives, translating these into clear individual goals and reviewing these goals regularly, performance management provides a well-structured and effective management tool. In the completely updated fifth edition of Armstrong's Handbook of Performance Management, Michael Armstrong considers the latest developments in this area, and how these can be applied to managing staff for increased performance. The new edition includes guidance on 360-degree feedback and the results of a far-reaching e-reward survey of performance management practices in 156 organizations.

Ideal for practitioners and students alike, Armstrong's Handbook of Performance Management is aligned to the CIPD standards for Performance Management and so is ideal for those working towards the intermediate and advanced level qualifications. It remains the most authoritative and engaging textbook on performance management. Online supporting resources include lecture slides, a glossary of terms and a literature review.

Table Of Contents

    • Chapter - 00: Introduction;
  • Section - ONE: Performance management fundamentals;
    • Chapter - 01: The essence of performance management;
    • Chapter - 02: The evolution of performance management;
    • Chapter - 03: The conceptual framework;
    • Chapter - 04: Issues in performance management;
  • Section - TWO: Performance management processes and skills;
    • Chapter - 05: Setting goals;
    • Chapter - 06: Providing feedback;
    • Chapter - 07: 360-degree feedback;
    • Chapter - 08: Conducting performance reviews;
    • Chapter - 09: Assessing performance;
    • Chapter - 10: Coaching;
    • Chapter - 11: Managing underperformers;
  • Section - THREE: Applications of performance management;
    • Chapter - 12: Managing organizational performance;
    • Chapter - 13: Managing team performance;
    • Chapter - 14: Performance management and employee engagement;
    • Chapter - 15: Performance management and talent management;
    • Chapter - 16: Performance management and learning;
    • Chapter - 17: Performance management and reward;
    • Chapter - 18: International performance management;
  • Section - FOUR: Performance management in action;
    • Chapter - 19: The impact of performance management;
    • Chapter - 20: The state of performance management;
    • Chapter - 21: Performance management models;
  • Section - FIVE: The development and management of performance management;
    • Chapter - 22: Developing performance management;
    • Chapter - 23: Managing performance management;
    • Chapter - 24: The performance management role of line managers;
    • Chapter - 25: Learning about performance management;
    • Chapter - 26: Evaluating performance management


If you come from the school of thought that believes appraisals should be swapped for something a little more holistic then Armstrong will give you much food for thought... There's enough here to keep the most pernickety HR manager happy.
Management Today

It should be required reading for all line managers who propose that performance management is solely the job of the HR department, and for all those HR 'dinosaurs' who say the same.
Training Journal

The timing of this book is perfect, as the shift from appraisal schemes to performance managing is hitting its stride.
Personnel Today

Wealth of practical advice... [Armstrong] uses charts, subheadings and bullet points to make his ideas clear.


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Book Details

  • EAN: 9780749470296
  • Edition: 5
  • Published: 3rd November 2014
  • Paperback
  • Format: 240x170
  • 416 pages

About the Author

Michael Armstrong is a former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), Managing Partner of E-Reward and an independent management consultant. He has spent 25 years as an HR practitioner, including 12 as HR Director of a publishing company. He has sold over 500,000 books on the subject of HRM, and is the author of a suite of several best-selling HR books, also published by Kogan Page.

Michael Armstrong

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