1 Performance management: an introduction;
Part I Performance management beginnings;
2 What is performance management?;
3 The rise of performance management;
4 Theory and performance management; Part II Organizational strategy;
5 Organizational goals and objectives;
6 Introduction to organizational strategy;
7 Competitive strategy;
Part III Levers of employee influence;
8 Organizational structure;
9 Organizational systems, processes, and procedures;
10 Organizational culture.
Part IV Contingent factors
11 Internal environment;
12 External environment;
13 Conclusion

One of the most important challenges that people in senior management positions face is the responsibility of ensuring their organizations' effective practice of performance management. As this book reveals, performance management comprises an interdisciplinary field of study and practice that draws upon a wide set of business disciplines, including strategic management, organizational behaviour, organizational theory, and management accounting. This book provides a contemporary examination of theories, issues, and practices related to performance management. An original performance management framework helps structure the book, and in particular the ordering and layout of the book's chapters. Unlike other performance management frameworks, the one used here is grounded in concrete organizational phenomena, therefore making it more accessible and meaningful to practitioners, scholars, and students