Managing Performance forms part of the CIPD’s suite of guides to core human resources activity. As such it’s backed by academic research, and written from a United Kingdom perspective.
Based on findings from a seven year study of what works and what doesn’t, Managing Performance covers a lot of ground, and highlights the key areas that people need to consider when designing a new performance management system.
The authors’ points are well made and clearly argued, backed up by a comprehensive literature review. This is book written by and for HR specialists, with plenty of data and references, which can make it seem overly academic for the business reader. However, as a solid introduction to the central elements of any performance management system, and a grounding in the arguments for different decisions, this book is a great place to start.