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The third edition of the Global Investment Performance Standards (GIPS®) Handbook, which replaces the 2006 version, reflects the updated GIPS provisions adopted in 2010 and provides updated interpretive guidance for each provision, as well as applications and selected questions and answers. In addition to providing the 2010 edition of the GIPS standards, the Handbook contains all Guidance Statements issued prior to 31 December 2012. The third edition offers the most comprehensive revisions and updates to the GIPS standards to date. The Handbook is intended for use by investment professionals worldwide who are involved in investment performance measurement and reporting.
Setting standards of performance is a ubiquitous task in education licensure, certification, and credentialling. It is found in elementary schooling, the professions, commercial applications, and governmental and private organizations. It is one of the most complex, controversial, and vexing issues facing specialists and policy makers today. This second edition solidifies Setting Performance Standards as the only book providing a comprehensive profile of both the issues and the "how-to" methods that define this thorny field. Four chapters have been removed; 11 chapters have been added; 2 chapters have major revisions; and all chapters have been updated. Comprehensive – Part I provides a conceptual overview of standard setting and its overarching issues; Part II provides practical (how-to) information on the newest standard setting methods; Part III provides information and advice on persistent and potential challenges in standard setting. Practical – Part II (the heart of the book) reviews 16 of the newest standard setting methods, far more than any other book. Expertise – Most of the well-known authors from the 1st edition return, with authors of equal stature contributing new chapters.
Armstrong's Handbook of Performance Management addresses all areas of performance management, from performance pay and giving feedback to managing underperformers and having difficult conversations, so organizations can optimize staff performance. This fully updated and restructured 6th edition analyzes traditional as well as the latest developments in performance management including the shift from ratings and annual reviews. Veteran HR expert Michael Armstrong examines where these new approaches should be embraced and where traditional methods of performance management may be preferable. Packed with examples, exercises, checklists and new case studies from organizations such as Microsoft, IBM and Expedia, this book remains the most authoritative and engaging textbook on performance management. Supporting online resources for Armstrong's Handbook of Performance Management include an instructor's manual, a student's manual, lecture slides, a glossary of terms and a literature review.
Practitioners operate in a necessary reality. We work in a space where project performance is above theory or methodology. In the best environments, delivery and an affirmative culture are what matter most. In the worst, it is politics and survival. In any environment we are challenged to adopt best practices and adapt our style to the environment in which the project is occurring. This is a book about those best practices and practitioner experiences. It is a must have reference and guide book for project managers, general managers, business leaders and project management researchers. This book is the result of the hard work and dedication of more than 35 authors from more than 15 countries across four continents. It brings a diversity of experience, professional and personal. It includes practitioners, leading academics, renowned theorists and many who straddle those roles. The chapters cover experiences in software, large scale infrastructure projects, finance and health care, to name a few. The chapters themselves take many forms. Check out the table of contents to get a deeper sense of the topics included. All provide real-world guidance on delivering high performing projects and show you how to build, lead and manage high performing teams. The Practitioners Handbook of Project Performance is complete in itself. It can also be an enticing start to an ongoing dialogue with the authors and a pleasurable path to get deeper into the subject of project performance. Find your favorite place to begin learning from these chapters, to begin taking notes and taking away nuggets to use in your everyday. But don’t stop there. Contact information and further resources for this diverse team of experts authors are found throughout. The Practitioners Handbook is a modern guide to the leading edge of project performance management and a path to the future of project delivery.
Capitalize on the principles of psychology to develop more effective leadership! Whether you work in a smokestack industry, the service sector, or a high-tech information-based business, the basic principles of industrial/organizational psychology you will find in The Handbook of Organizational Performance can help you obtain better performance from your employees. This comprehensive volume contains all the information you need to understand on-the-job behavior and effectively manage your employees. The Handbook of Organizational Performance gives you the tools and techniques you need to reward positive employee behaviors and correct undesirable ones before they become destructive habits. Using the principles of industrial/organizational psychology, you will learn how to train employees, how to determine criteria for performance appraisals, and how to establish leadership in the workplace. The Handbook of Organizational Performance is a comprehensive guide to all areas of management, including: designing more effective training managing occupational stress using ”pay-for-performance” plans reducing job-related injury and illness taking an active role in occupational safety encouraging business ethics With its clear structure and helpful charts, tables, and figures, The Handbook of Organizational Performance is an indispensable management tool and an essential text for students of business.
Title I of the Improving America's Schools Act (IASA) of 1994 provides funds for schools with large concentrations of children from low-income families. A fundamental requirement is that children served by Title I funds must be educated according to the same academic standards as all other students. This handbook focuses on methods for developing performance standards in the aligned system of standards and assessments required by IASA Title I. The handbook aims to capture the best of current practice, without relying solely on the published literature, by drawing on the experiences of educators and recent research. The first section (chapters 1-4) defines performance standards in the context of an aligned education system and provides advice for developing a system of performance standards. Chapters introduce the idea of performance standards as a system, provide background about Title I legislation, and define terms related to performance standards. The second section (chapters 5-8) contains several state stories about initiating and developing performance standards and standards-based assessment programs. Chapters focus on Colorado, Maryland, Oregon, and Wyoming. The third section (chapters 9-10) contains the work of nationally recognized researchers in the field of assessment. Chapter 9, "Creating Descriptions of Desired Student Achievement When Setting Performance Standards" by Craig N. Mills and Richard M. Jaeger, describes a method for developing performance standards. Chapter 10, "Setting Performance Standards on Achievement Tests: Meeting the Requirements of Title I" by Ronald K. Hambleton, synthesizes research related to cutting scores. Most chapters contain references. Four appendixes present the instruments. (Contains 16 figures and 4 tables.) (SLD)