Contents -- Acknowledgements -- 01 What is performance management? -- Defining performance management -- The historical context -- Activities of performance management -- The goals of performance management -- Who is involved with performance management? -- Approaches to performance management -- 02 Why is it important? -- Delivering performance -- Motivation -- The psychological contract -- The employer brand -- Talent management -- The legal and ethical framework -- High-performance working -- Conclusion -- 03 How does it fit with organization and HRM strategy? -- Strategic performance management -- An integrated approach -- The organization -- 04 How does it work? -- The performance management cycle -- Principles of best practice in performance management -- The performance review -- 05 How do you do it? -- Leading the process -- Development: planning and analysis -- Development: design -- Implementation -- Barriers to success -- Monitoring and evaluation -- 06 Planning and action -- The performance agreement -- Objective setting -- Competencies -- Feedback -- Development, coaching and mentoring -- 07 Measurement -- Obtaining data for measurement -- Ratings -- Dealing with underperformance -- Managing absence -- 08 Conclusion -- Monitoring and evaluating performance: why? -- Monitoring and evaluating performance: what? -- Monitoring and evaluating performance: how? -- Conclusion -- References -- Index.