Handbook of Corporate Performance Management -- Contents -- Preface -- Acknowledgements -- Introduction -- 1. Performance and the Role of Measurement -- 1.1: Introduction -- 1.2: What is good performance? -- 1.3: Whose perspective? -- 1.4: Making comparisons -- 1.5: Present success and future sustainability -- 1.6: How is performance delivered? -- 1.7: The roles of a performance measurement system -- 1.8: The focus of measurement -- 1.9: The role of management and leadership -- 1.10: In summary -- Further reading -- 2. Practical Tools for Measuring Performance -- 2.1: Introduction -- 2.2: Elements of a performance measurement system -- 2.3: The Balanced Scorecard -- 2.4: The Performance Prism -- 2.5: Objectives and success maps -- 2.6: Designing measures -- 2.7: Summary -- Further reading -- 3. Designing the System -- 3.1: Introduction -- 3.2: A four phase life cycle -- 3.3: Design -- 3.4: How is this done in practice? -- 3.5: The debate -- 3.6: Developing the success map -- 3.7: Developing the measures -- 3.8: The next stage -- Further reading -- 4. Managing Implementation -- 4.1: Introduction -- 4.2: Phases of implementation -- 4.3: Why does implementation succeed or fail? -- 4.4: Hurdles and blockers -- 4.5: Steps to successful implementation -- 4.6: Conclusion -- Further reading -- 5. Assessing and Managing Change -- 5.1: Introduction -- 5.2: Change in context -- 5.3: Assessing resistance to change -- 5.4: Return on management -- 5.5: Assessing likelihood of implementation -- 5.6: Conclusion -- Further reading -- 6. Target Setting -- 6.1: Introduction -- 6.2: Why do you set targets? -- 6.3: Ten common problems -- 6.4: The target setting wheel -- 6.5: Closing remark -- Further reading -- 7. Linking Rewards to Performance -- 7.1: Introduction -- 7.2: Pitfalls -- 7.3: Linking rewards to performance -- 7.4: Examples -- 7.5: Summary.

Further reading -- 8. Managing with Measures - Statistical Process Control -- 8.1: Introduction -- 8.2: Variation and our reaction -- 8.3: Statistical process control -- 8.4: Performance and performance improvement -- Further reading -- 9. Using Measures - Performance Reviews -- 9.1: Introduction -- 9.2: The Performance planning value chain -- 9.3: Performance reviews -- Further reading -- 10. Using Measures to Manage - Challenging Strategy -- 10.1: Introduction -- 10.2: Company examples -- 10.3: Testing success maps in practice -- 10.4: Testing in theory and practice -- 10.5: Behavioural issues -- 10.6: Conclusion -- Further reading -- 11. Keeping Your Measurement Process up to Date -- 11.1: Introduction -- 11.2: Keeping the process up to date -- 11.3: When do you update targets? -- 11.4: Revising measures -- 11.5: Reviewing the measures in line with your success map -- 11.6: Reflecting on your strategy -- 11.7: Challenging strategy -- 11.8: Overcoming barriers to updating your system -- 11.9: Summary -- Further reading -- 12. Measuring Performance of People -- 12.1: Introduction -- 12.2: Essential elements for high performance -- 12.3: Measuring employee satisfaction and engagement -- 12.4: Performance appraisals -- 12.5: HR performance measures -- 12.6: Acting on results -- Further reading and sources of information -- 13. Measuring Customers -- 13.1: Introduction -- 13.2: What are you measuring? -- 13.3: Using customer feedback -- 13.4: Summary -- Further reading -- 14. Measuring Process Performance -- 14.1: Introduction -- 14.2: A process framework -- 14.3: Process measurement -- 14.4: Key process measures -- 14.5: Summary -- Further reading -- 15. Measuring Competence and Resource Development -- 15.1: Introduction -- 15.2: Defining terms -- 15.3: Why measure resource and competence development?.

15.4: A framework for displaying the relationship between resources and competences -- 15.5: Conclusion -- Further reading -- 16. Measuring Financial Performance -- 16.1: Introduction -- 16.2: A shareholder perspective -- 16.3: Key shareholder ratios -- 16.4: Accounting ratios -- 16.5: Management ratios -- 16.6: Conclusion -- Further reading -- 17. Measuring Sustainability -- 17.1: Introduction -- 17.2: What are 'sustainability' and 'corporate responsibility'? -- 17.3: What are the benefits? -- 17.4: Building sustainability into your business -- 17.5: Conclusion -- Further reading and sources of information -- 18. Creating a Culture of High Performance -- 18.1: Introduction -- 18.2: Creating the right environment -- 18.3: Creating the right culture -- 18.4: Recruiting the right people -- 18.5: What motivates? -- 18.6: Dealing with underperformers -- 18.7: Understanding your influence -- 18.8: Direction setting and engagement -- 18.9: Communication -- 18.10: Conclusion -- Further reading -- 19. Leadership Vignettes -- 19.1: Introduction -- 19.2: Paul Woodward - Chief Executive, Sue Ryder Care -- 19.3: PY Gerbeau - Chief Executive, X-Leisure -- 19.4: Richard Boot OBE - IRC Global Executive Search Partners -- 19.5: David Child -- 19.6: Baroness Sally Greengross -- 19.7: Charles Carter -- 19.8: Nigel Bond - CEO, Domino Printing Sciences -- 19.9: Mark Lever - CEO, National Autistic Society -- 19.10: Mike Ophield -- 19.11: Andy Wood - Chief Executive, Adnams plc -- 20. Bringing It All Together -- 20.1: Introduction -- 20.2: Performance measurement -- 20.3: Performance management -- 20.4: Performance leadership -- Further reading -- Index.