The Performance Prism takes a radically different look at performance measurement, and sets out explicitly to identify how managers can use measurement data to improve business performance.
The world of today forces companies to rigorously concentrate on key terms like ‘customer satisfaction’, ‘performance boosting’ and ‘performance measurement’. A famous tool for that was developed by Kaplan & Norton who introduced the balanced scorecard. But, Kaplan & Norton mainly concentrate on two stakeholders – the customer and the shareholder. As Neely, Adams and Kennerley (2002) claim, this is not far-reaching enough. A company must consider more stakeholders (e.g. the supplier, the employee and further more) as their approach of the performance prism explains. But, Neely and his colleagues did not explain in detail how to apply their performance prism to the departmental level, and how to connect it to a remuneration system. Here, the actual book gives brand-new ideas and tools for a consistent application of the developed framework to the departmental level. This book concentrates especially on the stakeholder approach of Neely, Adams and Kennerley which will be improved by the ‘stakeholder matrix’, and connected by the development of the ‘multidimensional performance appraisal table’ to performance evaluation. This is the second book of Erik Wödl regarding performance measurement.
Armstrong's Handbook of Performance Management addresses all areas of performance management, from performance pay and giving feedback to managing underperformers and having difficult conversations, so organizations can optimize staff performance. This fully updated and restructured 6th edition analyzes traditional as well as the latest developments in performance management including the shift from ratings and annual reviews. Veteran HR expert Michael Armstrong examines where these new approaches should be embraced and where traditional methods of performance management may be preferable. Packed with examples, exercises, checklists and new case studies from organizations such as Microsoft, IBM and Expedia, this book remains the most authoritative and engaging textbook on performance management. Supporting online resources for Armstrong's Handbook of Performance Management include an instructor's manual, a student's manual, lecture slides, a glossary of terms and a literature review.
This Concise Introduction describes current approaches to measuring and managing performance in organisations and offers insights into how they may need to evolve as the working environment changes. It demonstrates the need to see performance management in the context of the culture and leadership of the organisation and not as a standalone activity.
Leadership is inherent in every being despite one’s job profile. But qualitative training and other traits are very important for the right behaviours. Every follower possesses attribute of a leader but because these are somewhat concealed, to lead effectively becomes a huge challenge to many. This book is as a result of many years of research. It focused on discovering those behavioural attributes that could combine effectively with the leader’s competing roles to enhance his performance. A Competing Value Framework (CVF) was applied to understand the leadership behaviours, characteristics, attributes, and roles that could influence a leader even in the face of contingency factors. The result was quite revealing. Leaders that combine their roles with other attributes/skills achieve behavioural complexity, which are performance enhancing behaviours. Furthermore, leaders are distinguished by their unique mental attitude, particularly in four roles they play: motivation, vision, analytic, and task master roles. Combination of these with other attributes and characteristics enhances the leadership complexity. This book is a useful material for those in the ministries, academia, and organisations of different sizes. It’s a book every leader must possess to comprehend the behavioural complexities relevant for organisational performance.
Operations Management is all around us and is integral to every industry. Using contemporary and engaging examples this brand new text book brings to life fundamental Operations Management principles and theories that are applicable to both manufacturing and service situations, reflecting the very latest developments in this dynamic field.
The abridged, updated edition of international bestseller BUSINESS: The Ultimate Resource. This essential guide to the world of work and careers is crammed with top-quality content from the world's leading business writers and practitioners. Now in a handy paperback format, it is ideal for time-pressed managers, small business owners and students alike. A free eBook will be available for purchasers of the print edition. This book includes: Actionlists: more than 200 practical solutions to everyday business and career challenges, from revitalising your CV to managing during difficult times. Management library: time-saving digests of more than 70 of the best and most influential business books of all time, from The Art of War to The Tipping Point. We've read them so you don't have to. Best Practice articles: a selection of essays from top business thinkers. Business Dictionary: jargon-free definitions of thousands of business terms and concepts. Gurus: explanations of the lives, careers, and key theories of the world's leading business thinkers
This revised edition is a comprehensive, authoritative set of essays. It is more detailed and analytical than the mainstream treatments of HRM. As in previous editions, Managing Human Resources analyses HRM, the study of work and employment, using an integrated multi-disciplinary approach. The starting point is a recognition that HRM practice and firm performance are influenced by a variety of institutional arrangements that extend beyond the firm. The consequences of HRM need to incorporate analysis of employees and other stakeholders as well as the implications for organizational performance.
Effective performance management systems are essential in any successful organisation. In both commercial sport business and not-for-profit sport organisations, the pressure to follow international best practice in performance management has grown significantly in recent years. Organisational Performance Management in Sport is the first book to show how performance management concepts, tools and principles can be applied in the modern sport environment. Linking theory and practice throughout, the book defines fundamental performance parameters impacting on sport organisations, and introduces key issues such as individual performance management through to board-level governance structures, presenting extended real-world case studies and practitioner perspectives. As such, it offers the most clear and complete outline of performance management in sport organisations available. With case studies, insight boxes and industry examples integrated throughout the text, Organisational Performance Management in Sport offers accessible and vital reading for all sport management students, researchers and professionals with an interest in this important area of sport management research and practice.