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Armstrong on reinventing performance management : building a culture of continuous improvement / / Michael Armstrong
| Armstrong on reinventing performance management : building a culture of continuous improvement / / Michael Armstrong |
| Autore | Armstrong Michael <1928-> |
| Pubbl/distr/stampa | London, England : , : Kogan Page, , 2017 |
| Descrizione fisica | 1 online resource (240 pages) |
| Disciplina | 658.3/12 |
| Soggetto topico | Personnel management |
| ISBN |
0-7494-7811-X
0-7494-7812-8 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Introduction -- Performance management : the concept -- Performance management : the reality -- Effective performance management -- What's happening to performance management? -- Performance management : the issues -- Improve objective setting -- Replace the annual performance review -- Abolish rating -- Enhance personal development -- Provide training -- Reinventing performance management. |
| Record Nr. | UNINA-9910157411703321 |
Armstrong Michael <1928->
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| London, England : , : Kogan Page, , 2017 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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Armstrong's handbook of management and leadership for HR : developing effective people skills for better leadership and management / / Michael Armstrong
| Armstrong's handbook of management and leadership for HR : developing effective people skills for better leadership and management / / Michael Armstrong |
| Autore | Armstrong Michael <1928-> |
| Edizione | [Fourth edition.] |
| Pubbl/distr/stampa | London, England ; ; Philadelphia, Pennsylvania ; ; New Delhi, India : , : Kogan Page, , 2016 |
| Descrizione fisica | 1 online resource (xx, 452 pages) : illustrations, tables |
| Disciplina | 658.3 |
| Soggetto topico |
Management
Leadership |
| ISBN |
9780749478162
0749478160 |
| Classificazione | BUS071000BUS041000BUS030000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: List of figures and tables -- Preface -- Alignment of text with CIPD modules -- PART ONE Leading, managing and developing people fundamentals01 Leadership -- Introduction -- Leadership defined -- Leadership theories -- What leaders do -- Leadership style -- Types of leaders -- Leadership development -- 02 Management -- Introduction -- Management defined -- The role of the management of an organization -- The role of the manager -- The characteristics that managers need -- Strategic management -- Leadership and management compared -- Managing virtual teams -- Effective managers -- 03 Developing people -- Introduction -- How people learn -- The motivation to learn -- Learning theory -- Learning styles -- Lessons from neuroscience -- PART TWO Human resource management and learning and development04 The essence of human resource management -- Introduction -- The concept of HRM -- HRM defined -- The goals of HRM -- The philosophy of HRM -- Underpinning theories of HRM -- Models of HRM -- Strategic HRM -- The HR architecture -- The context of HRM -- HRM today -- 05 The practice of HRM -- Work, organization and job design -- People resourcing -- Performance management -- Reward management -- Managing the employment relationship -- 06 The practice of learning and development -- Introduction -- Identifying learning needs -- The process of L&D -- Evaluation of learning -- The role of L&D -- 07 The contribution of HRM and L&D in different types of organizations -- Introduction -- The overall contribution of HR -- The contribution of learning and development -- The impact of HR -- HRM in different contexts -- International HRM -- 08 The professional and ethical approach to HRM and L&D -- Introduction -- Professionalism in HR -- Codes of professional conduct -- Professional ethical standards -- Organizational codes of practice (ethics policies) -- The meaning and nature of ethics -- The nature of ethical decisions and judgements -- Ethical theories -- Ethical concepts -- The ethical dimension of HRM -- HRM ethical guidelines -- Ethical dilemmas -- PART THREE People management processes -- 09 Motivation -- Introduction -- The meaning of motivation -- Types of motivation -- Motivation theory -- Conclusions -- 10 Commitment -- Introduction -- The importance of commitment -- Commitment and engagement -- Critical evaluation of the concept of commitment -- Developing a commitment strategy -- 11 Employee engagement -- Introduction -- The meaning of employee engagement -- The components of employee engagement -- Drivers of employee engagement -- Outcomes of engagement -- Enhancing employee engagement -- Measuring engagement -- Critical evaluation of the concept of employee engagement -- 12 Change management -- Introduction -- Types of change -- The change process -- Change models -- Resistance to change -- Implementing change -- Organizational transformation -- The role of HR in managing change -- 13 Flexible working -- Introduction -- The flexible firm -- Operational flexibility -- Flexible working arrangements -- 14 Managing diversity and inclusion -- Introduction -- The meaning and significance of managing diversity and inclusion -- The rationale for managing diversity and inclusion -- How to manage diversity and inclusion -- PART FOUR Leadership, management and learning and development skills -- 15 Leadership skills -- Introduction -- The skills required by effective leaders -- The qualities of a good leader -- How to motivate people -- 16 Management skills -- Introduction -- Effective supervision: providing direction -- Delegating -- Influencing people -- How to make an effective presentation -- Chairing meetings -- Facilitating and coordinating discussions -- Project management -- 17 People management skills -- Introduction -- How to conduct a selection interview -- How to conduct a performance review meeting -- Providing feedback -- How to conduct a discipline meeting -- How to manage poor performance -- 18 Learning and development skills -- Introduction -- Defining role profiles -- Induction training -- Personal development plans -- Coaching -- Mentoring -- Job instruction -- 19 Managing interpersonal relationships at work -- Introduction -- Characteristics of effective teams and team building -- Assertiveness -- Interpersonal communication -- Handling emotional behaviour -- Handling conflict -- Handling challenging conversations -- Networking -- Negotiating -- Organizational politics -- Meeting HR aims in a politically astute and ethical manner -- Liaising with customers -- 20 Managing oneself -- Introduction -- Individual differences -- Dimensions of personality -- Self-awareness -- Time management -- Personal organizing skills -- Managing stress -- Principles of continuous professional development -- Professional and ethical approaches to self-management at work -- 21 Problem solving and decision making -- Introduction -- Problem solving -- Decision making -- 22 Analytical, critical and consultancy skills -- Introduction -- Evidence-based management -- Analytical skills -- Logical reasoning -- Critical thinking -- Critical evaluation -- Developing and justifying original arguments -- Consultancy skills -- 23 Information handling skills -- Introduction -- Handling information -- HR analytics -- Using statistics -- HR information systems -- 24 Business and financial skills -- Introduction -- Business skills -- Financial skills -- 25 Postgraduate study skills -- Introduction -- Effective learning -- Study skills -- Essay and report writing -- Author index -- Subject index. |
| Record Nr. | UNINA-9910148601903321 |
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Armstrong Michael <1928->
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| London, England ; ; Philadelphia, Pennsylvania ; ; New Delhi, India : , : Kogan Page, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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A handbook of employee reward management and practice / / Michael Armstrong
| A handbook of employee reward management and practice / / Michael Armstrong |
| Autore | Armstrong Michael <1928-> |
| Edizione | [2nd ed.] |
| Pubbl/distr/stampa | London ; ; Philadelphia, : Kogan Page, 2007 |
| Descrizione fisica | 1 online resource (xii, 548 pages) : illustrations |
| Disciplina |
658.3/142
658.3'142 |
| Collana | Gale eBooks |
| Soggetto topico |
Incentives in industry
Employee motivation |
| ISBN |
1-280-91580-3
9786610915804 0-7494-5198-X |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Half title pg -- Title pg -- Imprint -- Contents -- Preface -- Part 1 The fundamentals of reward management -- 1 Reward management: an overview -- REWARD MANAGEMENT DEFINED -- THE AIMS OF REWARD MANAGEMENT -- ACHIEVING THE AIMS -- THE REWARD SYSTEM -- ELEMENTS OF A REWARD SYSTEM -- FACTORS AFFECTING REWARD MANAGEMENT POLICY AND PRACTICE -- THE DEVELOPMENT OF REWARD MANAGEMENT -- REFERENCES -- 2 The context of reward management -- THE INTERNAL ENVIRONMENT -- THE EXTERNAL ENVIRONMENT -- IMPACT OF THE ENVIRONMENT -- REFERENCES -- 3 Total reward -- TOTAL REWARD DEFINED -- THE SIGNIFICANCE OF TOTAL REWARD -- BENEFITS OF TOTAL REWARD -- MODEL OF TOTAL REWARD -- RELATIONAL REWARDS -- DEVELOPING A TOTAL REWARD APPROACH -- APPROACHES TO TOTAL REWARD -- TURNING RHETORIC INTO REALITY -- REFERENCES -- 4 Strategic reward -- STRATEGIC REWARD MANAGEMENT DEFINED -- THE RATIONALE FOR STRATEGIC REWARD -- GUIDING PRINCIPLES -- THE CONCEPT OF REWARD STRATEGY -- REFERENCES -- 5 Developing and implementing reward strategy -- GENERAL CONSIDERATIONS -- THE REWARD STRATEGY DEVELOPMENT SEQUENCE -- IMPLEMENTATION -- REFERENCES -- 6 Reward policies -- THE PURPOSE OF REWARD POLICIES -- REWARD POLICY HEADINGS -- DEVELOPING REWARD POLICIES -- EXAMPLES OF REWARD POLICIES -- Part 2 The conceptual framework -- 7 Factors affecting pay levels -- ECONOMIC DETERMINANTS OF PAY -- FACTORS AFFECTING PAY LEVELS WITHIN ORGANIZATIONS -- THE SIGNIFICANCE OF THE FACTORS AFFECTING -- APPLICATION OF THE FACTORS -- REFERENCES -- 8 Motivation and reward -- THE PROCESS OF MOTIVATION -- MOTIVATION THEORIES -- MOTIVATION AND FINANCIAL INCENTIVES AND REWARDS -- FACTORS AFFECTING SATISFACTION WITH PAY -- MOTIVATION AND JOB SATISFACTION AND PERFORMANCE -- THE KEY MESSAGES OF MOTIVATION THEORY -- REFERENCES -- 9 Engagement and organizational commitment -- DEFINITIONS -- ENGAGEMENT.
ORGANIZATIONAL COMMITMENT -- REFERENCES -- 10 The psychological contract -- THE PSYCHOLOGICAL CONTRACT DEFINED -- THE SIGNIFICANCE OF THE PSYCHOLOGICAL CONTRACT -- DEVELOPING AND MAINTAINING A POSITIVE PSYCHOLOGICAL CONTRACT -- REFERENCES -- Part 3 Establishing job values and relativities -- 11 Job evaluation schemes -- DEFINITION OF JOB EVALUATION -- AIMS -- FEATURES -- THE CASE FOR AND AGAINST JOB EVALUATION -- CATEGORIES OF JOB EVALUATION -- TYPES OF ANALYTICAL SCHEMES -- TYPES OF NON-ANALYTICAL SCHEMES -- MARKET PRICING -- COMPUTER-ASSISTED JOB EVALUATION -- EXAMPLES OF THE USE OF JOB EVALUATION -- CONCLUSION -- REFERENCES -- 12 Developing and maintaining job evaluation schemes -- DEVELOPING A JOB EVALUATION SCHEME: -- DESIGNING A POINT-FACTOR JOB EVALUATION SCHEME -- DESIGNING A JOB CLASSIFICATION SCHEME -- DEVELOPING AN ANALYTICAL MATCHING SCHEME -- DEVELOPING MANAGEMENT PROCEDURES -- INTRODUCING JOB EVALUATION -- MAINTAINING A JOB EVALUATION SCHEME -- REFERENCES -- 13 Equal pay for work of equal value -- WHY DISCRIMINATION TAKES PLACE -- THE LEGAL FRAMEWORK -- THE EOC CODE OF PRACTICE ON EQUAL PAY -- EQUAL PAY CLAIMS -- AVOIDING DISCRIMINATION IN JOB EVALUATION -- DISCRIMINATORY PAY STRUCTURES -- REFERENCES -- 14 Equal pay reviews -- PURPOSE OF EQUAL PAY REVIEWS -- PLANNING A REVIEW -- THE EQUAL PAY REVIEW PROCESS -- ANALYSING PAY -- CONCLUSION -- REFERENCES -- 15 Market rate analysis -- MARKET RATE ANALYSIS DEFINED -- AIMS OF MARKET RATE ANALYSIS -- THE PROBLEM OF DEFINING THE MARKET RATE -- THE PROCESS OF MARKET RATE ANALYSIS -- INITIAL DECISION TO CONDUCT MARKET RATE ANALYSIS -- DECIDE ON BENCHMARK JOBS -- SOURCES OF MARKET DATA -- ANALYSE DATA -- PREPARE INFORMATION ON THE JOBS TO BE SATURATED -- INTERPRET AND PRESENT MARKET DATA -- USING MARKET DATA -- A FINAL WORD -- REFERENCE -- 16 Role analysis -- DEFINITIONS. ROLE ANALYSIS AND REWARD MANAGEMENT -- METHODOLOGY -- ROLE PROFILE DEFINITION -- EXAMPLES OF ROLE PROFILES -- Part 4 Grade and pay structures -- 17 Types of grade and pay structures -- GRADE STRUCTURES -- PAY STRUCTURES -- INCIDENCE OF GRADE AND PAY STRUCTURES -- NARROW-GRADED STRUCTURES -- BROAD-GRADED STRUCTURES -- BROAD-BANDED STRUCTURES -- CAREER FAMILY STRUCTURES -- JOB FAMILY STRUCTURES -- COMBINED CAREER/JOB FAMILY AND BROAD-BANDED STRUCTURES -- PAY SPINES -- SPOT RATES -- INDIVIDUAL JOB GRADES -- REFERENCES -- GUIDING PRINCIPLES FOR GRADE AND AND PAY STRUCTURES -- THE DESIGN PROGRAMME -- THE DESIGN PROCESS -- DEFINE GUIDING PRINCIPLES AND OBJECTIVES -- ANALYSE PRESENT ARRANGEMENTS -- SELECTING THE STRUCTURE -- CRITERIA FOR CHOICE -- DESIGN OPTIONS -- USE OF JOB EVALUATION -- GRADED PAY STRUCTURE DESIGN -- BROAD-BANDED STRUCTURE DESIGN -- CAREER FAMILY STRUCTURE DESIGN -- JOB FAMILY STRUCTURE DESIGN -- DESIGNING NON-DISCRIMINATORY PAY STRUCTURES -- IMPLEMENTING NEW GRADE AND PAY STRUCTURES -- REFERENCES -- Part 5 Rewarding and reviewing contribution and performance -- 19 Individual contingent pay -- INDIVIDUAL CONTINGENT PAY DEFINED -- THE INCIDENCE OF CONTINGENT PAY -- CONTINGENT PAY AS A MOTIVATOR -- ARGUMENTS FOR AND AGAINST CONTINGENT PAY -- ALTERNATIVES TO CONTINGENT PAY -- CRITERIA FOR SUCCESS -- PERFORMANCE-RELATED PAY -- COMPETENCY-RELATED PAY -- CONTRIBUTION-RELATED PAY -- SKILL-BASED PAY -- SERVICE-RELATED PAY -- CHOICE OF APPROACH -- READINESS FOR CONTRIBUTION PAY -- DEVELOPING AND IMPLEMENTING CONTRIBUTION PAY -- REFERENCES -- 20 Bonus schemes -- BONUS SCHEMES DEFINED -- AIMS OF BONUS SCHEMES -- RATIONALE FOR BONUS SCHEMES -- TYPES OF SCHEME -- CATEGORY OF STAFF COVERED -- THE BUSINESS CASE FOR BONUS SCHEMES -- DESIGNING A BONUS SCHEME -- INTRODUCING A BONUS SCHEME -- REFERENCE -- 21 Team pay -- TEAM PAY DEFINED -- AIM OF TEAM PAY. HOW TEAM PAY WORKS -- REQUIREMENTS FOR TEAM PAY -- ADVANTAGES AND DISADVANTAGES OF TEAM PAY -- DEVELOPING TEAM PAY -- NHS CASE STUDY -- REFERENCES -- 22 Paying for organizational performance -- TYPES OF SCHEMES -- AIMS -- PROFIT SHARING -- SHARE OWNERSHIP SCHEMES -- GAIN SHARING -- REFERENCES -- 23 Recognition schemes -- RECOGNITION SCHEMES DEFINED -- PRINCIPLES OF RECOGNITION -- TYPES OF RECOGNITION -- EXAMPLES OF NON-CASH AWARDS -- DESIGNING A RECOGNITION SCHEME -- EXAMPLE OF A RECOGNITION SCHEME AT CAMELOT -- REFERENCES -- 24 Performance management and reward -- PERFORMANCE MANAGEMENT DEFINED -- PURPOSE OF PERFORMANCE MANAGEMENT -- PRINCIPLES OF PERFORMANCE MANAGEMENT -- THE PERFORMANCE MANAGEMENT CYCLE -- KEY FEATURES OF PERFORMANCE MANAGEMENT -- PERFORMANCE MANAGEMENT AS A MOTIVATING PROCESS -- PERFORMANCE MANAGEMENT AND NON-FINANCIAL MOTIVATION -- PERFORMANCE MANAGEMENT AND PAY -- REFERENCES -- Part 6 Reward management for special groups -- 25 Rewarding directors and senior executives -- THE BACKGROUND -- GOVERNANCE REVIEWS AND REMUNERATION -- REMUNERATION COMMITTEES -- DIRECTORS' AND SENIOR EXECUTIVES' REMUNERATION -- 26 International reward -- THE INTERNATIONAL SCENE -- INTERNATIONAL REWARD STRATEGY -- REWARDS FOR EXPATRIATES -- REFERENCES -- 27 Rewarding sales and customer service staff -- REWARDING SALES REPRESENTATIVES -- REWARDING CUSTOMER SERVICE STAFF -- REFERENCES -- 28 Rewarding knowledge workers -- WHAT MOTIVATES KNOWLEDGE WORKERS? -- MANAGING KNOWLEDGE WORKERS -- APPROACHES TO REWARDING KNOWLEDGE WORKERS -- REFERENCES -- 29 Shop floor pay -- FACTORS AFFECTING SHOP FLOOR PAY -- TIME RATES -- INCENTIVE SCHEMES -- SINGLE STATUS AND HARMONIZATION -- REFERENCES -- Part 7 Employee benefits and pension schemes -- 30 Employee benefits -- RATIONALE FOR EMPLOYEE BENEFITS -- EMPLOYEE BENEFIT STRATEGIES AND POLICIES -- TYPES OF BENEFIT. INCIDENCE OF BENEFITS -- CHOICE OF BENEFITS -- ADMINISTERING EMPLOYEE BENEFITS -- TAX CONSIDERATIONS -- REFERENCE -- 31 Flexible benefits -- REASONS FOR INTRODUCING FLEXIBLE BENEFITS -- TYPES OF FLEXIBLE BENEFITS SCHEMES -- INTRODUCING FLEXIBLE BENEFITS -- EXAMPLE - LLOYDS TSB -- REFERENCES -- 32 Pension schemes -- WHY PENSIONS ARE PROVIDED -- WHAT PENSION SCHEMES PROVIDE -- THE TWO MAIN TYPES OF SCHEMES -- OTHER TYPES OF PENSION SCHEMES -- THE STATE PENSION SCHEME -- ADVISING EMPLOYEES ON PENSIONS -- DEVELOPING AND COMMUNICATING PENSIONS POLICIES -- GOVERNMENT PROPOSALS ON THE FUTURE OF PENSIONS -- REFERENCES -- 33 Managing reward -- REWARD PROCEDURES -- CONTROLLING REWARD -- CONDUCTING GENERAL PAY REVIEWS -- CONDUCTING INDIVIDUAL REVIEWS -- COMMUNICATING TO EMPLOYEES -- MANAGING THE DEVELOPMENT OF REWARD SYSTEMS -- THE USE OF COMPUTERS IN REWARD MANAGEMENT -- REFERENCES -- 34 Responsibility for reward -- THE ROLE OF THE REWARD SPECIALIST -- ROLE OF THE FRONT-LINE MANAGER IN MANAGING REWARD -- USING REWARD CONSULTANTS -- REFERENCES -- Appendix A Reward Bibliography -- Appendix B Alignment of CIPD Professional Standards for Employee Reward to text -- Index. |
| Record Nr. | UNISA-996339138003316 |
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Armstrong Michael <1928->
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| London ; ; Philadelphia, : Kogan Page, 2007 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. di Salerno | ||
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A handbook of management techniques [[electronic resource] ] : a comprehensive guide to achieving managerial excellence and improved decision making / / Michael Armstrong
| A handbook of management techniques [[electronic resource] ] : a comprehensive guide to achieving managerial excellence and improved decision making / / Michael Armstrong |
| Autore | Armstrong Michael <1928-> |
| Edizione | [3, Revised] |
| Pubbl/distr/stampa | London, : Kogan Page, 2006 |
| Descrizione fisica | 1 online resource (657 p.) |
| Disciplina |
658
658.4 |
| Soggetto topico |
Business
Management |
| ISBN |
1-280-71040-3
9786610710409 1-4294-1383-2 0-7494-4960-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; List of Figures; List of Tables; Preface to the RevisedThird Edition; 1 Introduction: Management Techniques; 2 Marketing Management: An Overview; 3 Product Life-cycle Analysis; 4 Pricing; 5 Positioning; 6 Segmentation; 7 Target Marketing; 8 Promotion; 9 Distribution; 10 Marketing Information Systems; 11 Buying Behaviour Analysis; 12 Marketing Research; 13 Desk Research; 14 Field Research; 15 Qualitative Research; 16 Sales Forecasting; 17 Marketing Planning; 18 Product Planning; 19 Sales Planning; 20 Web Marketing; 21 Relationship Marketing; 22 Database Marketing
23 Marketing Control24 Sales Control; 25 Operations and Products; 26 Operations Strategy; 27 Using Operations to Gain a Competitive Advantage; 28 Product Design; 29 Product Planning; 30 Developing New Products; 31 Quality Management; 32 Total Quality Management; 33 Quality Control; 34 Forecasting; 35 Defining the Process; 36 Process Planning; 37 Automation in Manufacturing; 38 Automation in Services; 39 Facility Layout; 40 Measuring Performance; 41 Comparin |
| Record Nr. | UNISA-996339137103316 |
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Armstrong Michael <1928->
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| London, : Kogan Page, 2006 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. di Salerno | ||
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How to manage people / / Michael Armstrong
| How to manage people / / Michael Armstrong |
| Autore | Armstrong Michael <1928-> |
| Pubbl/distr/stampa | London ; ; Philadelphia, : Kogan Page, 2008 |
| Descrizione fisica | 1 online resource (v, 154 pages) : illustrations |
| Disciplina | 658.3 |
| Collana | The Sunday times creating success |
| Soggetto topico |
Management
Leadership Employee motivation |
| ISBN |
1-281-38629-4
9786611386290 0-7494-5437-7 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Contents; Introduction; 1 What managers do; 2 Leadership; 3 Motivating people; 4 Organizing; 5 Team building; 6 Delegating; 7 Selection interviewing; 8 Managing performance; 9 Helping people to learn and develop; 10 Rewarding people; 11 Managing change; 12 Handling people problems; References; Index; |
| Record Nr. | UNISA-996339134503316 |
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Armstrong Michael <1928->
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| London ; ; Philadelphia, : Kogan Page, 2008 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. di Salerno | ||
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