What teachers, police, City 'high flyers' along with the majority of the workforce have in common is that their performance is increasingly being managed, monitored and measured. This is for a number of reasons. Within the public sector, the 'Modernising Government' agenda has raised the emphasis on outcomes and measures of success. Within the private sector concern with 'shareholder value' has put pressure on organisations to predict and deliver business improvements.

Managing and Measuring Performance examines how attitudes have changed and how performance management approaches have in turn evolved both in terms of sophistication and their degree of integration with people management practice. Looking at the principles and practice of performance management the authors describe the 'typical' performance management cycle, include results of their empirical work and surveys and include numerous case studies in this essential guide to contemporary performance management practice.

Informazioni sull?autore

Dr Elizabeth Houldsworth is a member of the Human Resource faculty at Henley Management College working across a range of qualification and research programmes. She previously worked for a number of years as an HR consultant specialising in performance management.

Dilum Jirasinghe is a Managing Consultant with Hay Group (UK). Before joining Hay, she worked in a variety of roles within Corporate Human Resources at Tesco, working in the areas of management development, selection and recruitment and staff research. Prior to that she worked as a Higher Occupational Psychologist in the Metropolitan Police Service where she acted as an internal consultant conducting large-scale projects.

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