Table of Contents

Chapter 1: Introduction: Setting the Scene
Chapter 2: Strategic Context of Management Performance
Chapter 3: Employee Attitudes and Effective Performance Management
Chapter 4: The Process of Managing Performance
Chapter 5: Performance Standards, Objectives and Competences
Chapter 6: Performance Development
Chapter 7: Recognising and Rewarding Performance
Chapter 8: Managing Underperformance
Chapter 9: Absence Management
Chapter 10: The Role of the Line Manager and other Key Players
Chapter 11: Ethics, Diversity and the Evaluation of Performance Management
Chapter 12: International Aspects of People Management

About the Author

Sue Hutchinson is an associate professor in HRM at the University of the West of England, where she is also Associate Head of the HRM teaching and research group. She teaches on a range of HRM postgraduate modules including Performance Management, and is actively involved in research. Her main research interests focus on the link between people management and performance, the role of line managers in HRM and involvement and consultation. Previous work experiences include research and teaching at Bath University, policy advisor for the CIPD and industrial relations advisor in the paper industry.

Reviews

"It is very student friendly as each chapter commences with learning outcomes and then goes on to provide an introduction followed by a critical walk through the specific area under discussion all backed up with exercises, reflective activities, case studies and a further reading section."
*Jane Russell, Academic Assoc. CIPD, Lecturer, University of the West of Scotland*

"This book presents excellent coverage of the subject. I believe it will provide the long awaited contemporary and comprehensive text this subject area has needed for several years."
*David Hall, Principal Lecturer, Portsmouth University Business School, UK*