Performance Management

Performance Management : Multidisciplinary Perspectives

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A new look at performance management that goes beyond discipline approaches and explores how we might integrate thinking through inter-disciplinary research, informed by management practice. This impartial review traces the evolution of how performance is understood and comes from experts of over a dozen disciplines and sectors.
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Product details

  • Hardback | 331 pages
  • 140 x 216 x 30mm | 557.92g
  • Palgrave MacMillan
  • Gordonsville, United States
  • English
  • Revised
  • 3 Illustrations, black and white; XXV, 331 p. 3 illus.
  • 1403947619
  • 9781403947611
  • 1,910,207

Table of contents

PART I: A MULTIDISCIPLINARY APPROACH TO PERFORMANCE MANAGEMENT Introduction and overview; J.Holloway & R.Thorpe The Characteristics of Performance Management Research - Implications and Challenges; R.Thorpe & T.Beasley Performance Management: A Framework for Analysis; D.Otley Currents and Controversies in Contemporary Performance Management; Nahlik PART II: PERFORMANCE MANAGEMENT RESEARCH: CONTRIBUTIONS FROM DISCIPLINES AND DOMAINS Performance Management: An Occupational Psychology and Organizational Behaviour Perspective; A.Fearfull & G.P.Clarkson Taking a Human Resource Management Perspective on Performance Management; L.Houldsworth & S.Burkinshaw Performance Measurement and Performance Management: The Operations Management Perspective; D.Barnes & Z.Radnor Managing and Measuring Project Performance; D.Bryde, F.Lettice& M.Wickes Performance Management and Operational Research: A Marriage Made in Heaven?; P.Smith & M.Goddard Marketing and the Bottom Line: Assessing Marketing Performance; T.Ambler Open Performance Management: The Internet and Electronic Observability; S.Little An Accounting and Finance Perspective on Performance Measurement and Management; S.Brignall Measuring and Managing Intangible Assets; B.Marr Political Economy Perspectives on Performance Measurement; T.Bovaird Performance in Small Firms; R.Thorpe & J.Clarke Performance in the Public Services; R.Kerley Performance Management in the Voluntary Sector; S.A.Morton PART III:TOWARDS A MULTIDISCIPLINARY PERSPECTIVE ON PERFORMANCE MANAGEMENT Viewing Performance; R.Thorpe& J.Holloway Conclusions and Reflections; J.Holloway& R.Thorpe
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About R. Thorpe

TIM AMBLER is a Senior Fellow at London Business School, UK. He is a member of the Economics Committee of the Advertising Association and a Fellow of the Institute of Chartered Accountants in England and Wales
DAVID BARNES is a Senior Lecturer at Royal Holloway, University of London, UK
TONY BOVIARD is Director of the Long-term Meta-evaluation of the Local Government Modernisation Agenda (2002-2007) and Professor of Public Management and Policy at the Institute of Local Government Studies (INLOGOV) at Birmingham University, UK
STAN BRIGNALL sits on the advisory board of the Performance Measurement Association and is a member of the research board of the Chartered Institute of Management Accounting. He is Adjunct Professor at Copenhagen Business School, Denmark
DAVID BRYDE is a Reader in Operations Management at Liverpool John Moores University, UK
SUE BURKINSHAW is Academic Practice and Staff Development Coordinator at the University of Bolton, UK
JEAN S. CLARKE has recently been awarded her PhD by Leeds University Business School, University of Leeds, UK
GAIL P. CLARKSON earned her PhD at Leeds University Business School, where she is currently employed as a Research Fellow of the Advanced Institute of Management Research (AIM), University of Leeds, UK
CARMEL DE NAHLIK is a Fellow of the Royal Society of Arts and a Member of the Association of Project Managers. She is a Senior Lecturer at Coventry Business School, UK
ANNE FEARFUL holds a PhD from UMIST and is a Lecturer in Management at the University of St Andrews, School of Management, UK
MARIA GODDARD is the Assistant Director of the Centre for Health Economics at the University of York, UK
JACKY HOLLOWAY is a Senior Lecturer at the Open University Business School and Head of the Centre for Public Leadership and Social Enterprise. Active in the British Academy of Management (BAM), she has been a member of Council and was a founder member of the BAM Performance Management Special Interest Group, UK
ELIZABETH HOULDSWORTH is Subject Leader for Managing People and Performance at Henley Management College, UK
RICHARD KERLEY is Professor of Management and Dean of the Faculty of Business and Arts at Queen Margaret University College, UK
FIONA LETTICE is a Senior Lecturer at the University of East Anglia, UK
STEPHEN LITTLE is Chairman of the Asia Pacific Technology Network. He is Head of the Centre for Innovation, Knowledge and Enterprise within the Open University Business School and a Co-Director of the University's Centre for Innovation, Knowledge and Development, UK
BERNARD MARR is the Chief Executive and Director for Research of the Advanced Performance Institute, UK
S ANDREW MORTON is Senior Lecturer in Human Resource Management at London South Bank University and Associate Course Director for its Masters in Public Administration programme, UK
DAVID OTLEY is Professor of Accounting & Management and Associate Dean at Lancaster University Management School, Lancaster, UK
ZOE RADNOR is a Senior Lecturer in Operations Management at Warwick Business School. She is Deputy Director of a three year research project evaluating the Beacon Council Scheme and is a member of the BAM council, UK
PETER C SMITH is a board member at The Audit Commission and Director of the Centre for Health Economics at the University of York, UK
RICHARD THORPE currently serves as a member of the ESRC training and development board, is Vice-President of the British Academy of Management and was a founder member of the BAM Performance Management Special Interest Group. He is Professor of Management Development and Deputy Director at the Keyworth Institute at Leeds University Business School, UK
MARTIN WICKES is an Advisor to KPMG's Project Management Team, UK
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