Over time, performance management trends have shifted back and forth from "hard" measurement-based objectives to "soft" development-based objectives. From historical business practice, it appears that performance measurement and performance development are separate management approaches that do not coexist. However, research presented in "Managing and Measuring Employee Performance" indicate that both a metric approach and a development management approach may coexist and, when implemented as a part of managing and measuring employee performance, can complement each other.
Based on firsthand research, the authors adopt a strategic perspective by reviewing theoretical principles, case studies, lessons from the world's most admired companies, and examples for implementing a balanced measurement/development approach. The book is well written and logically organized, so you can jump immediately into the section of interest and not spend time in the academic chapters if you are more interested in the implementation guidelines.