Abolishing Performance AppraisalsPerformance appraisals are used in the overwhelming majority of workplaces. Yet, most organizations that use appraisal-and a similar percentage of givers and receivers of appraisal-are dissatisfied with the process. Many are beginning to deeply question whether appraisal is necessary and consistent with the work culture espoused by progressive organizations. Abolishing Performance Appraisals provides an insightful, well documented look at the flaws of appraisal-including its destructive, unintended effects-and offers practical guidance to organizations that want to move on to more progressive approaches to coaching, feedback, development, and compensation. While many books prescribe cures for appraisal, this is the first to focus exclusively on eliminating appraisal altogether and creating alternative, non-appraisal approaches based upon progressive and healthier assumptions about people. The authors expose and dispel the widely accepted myths and false assumptions that underlie common management strategies surrounding the five key functions of appraisal-coaching, feedback, development, compensation, and legal documentation. They then offer step-by-step practical guidance on implementing alternative non-appraisal strategies that deliver the objectives of each function. And they suggest ways to give supervisors and managers the freedom to choose for themselves the most effective ways of working with people. Filled with real-life examples, resources, tools, and detailed practical advice, Abolishing Performance Appraisals is an entirely fresh and radically different view of performance appraisal and its functions that will help people start over and discover new and more effective approaches. |
Contents
Why Appraisals Backfire The Fatal Flaws | 1 |
What to Do Instead Five Functions of Appraisal | 100 |
Performers | 363 |
How to Get There The Transition | 414 |
Creating Consensus and Confidence for Change | 457 |
Free at Last | 490 |
Further Reading and Resources | 503 |
Notes | 510 |
About the Authors | 535 |
Other editions - View all
Abolishing Performance Appraisals [Standard Large Print 16 Pt Edition] Tom Coens,Mary Jenkins No preview available - 2010 |
Common terms and phrases
360-degree feedback abolishing appraisal Alfie Kohn Alternative Assumptions appraisal process appraisal system approach assessment Assumptions Conventional beliefs bias career advancement Chapter coaching commitment communication Conventional Assumption counseling create culture customers de-motivating decisions deficiencies Deming design team discussed documentation Edwards Deming effective employee’s employees evaluation example experience Fast Company focus formal functions of appraisal Gallery Furniture give Glenroy goal setting human resources idea implementation improvement incentives individual performance individual’s initiatives intrinsic motivation leadership learning look mance measures ment merit pay Michigan State University motivation negative feedback objective organization organization’s organizational outcomes people’s performance appraisal person Peter Senge practices praisal problems promotion question raters ratings reliable responsible Richard Farson skills someone Step strategy structured supervisors thinking tion tive tool trying underlying assumptions understand unintended WFSI workplace