Abolishing Performance Appraisals: Why They Backfire and what to Do InsteadPerformance 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
Letting 60 of a Hopeless Ritual | 2 |
Good Intentions That Never Deliver | 12 |
The Real Goal Improving the Performance of the Organization | 34 |
Appraisal as a Rating Tool Fair or Foul? | 54 |
Coaching Employees in the New Workplace | 74 |
Feedback That Makes a Difference | 116 |
How Do We Pay People Without Appraisals? | 154 |
Staffing Promotions and Development | 188 |
Dispelling the Legal Myths and Dealing with Poor Performers | 224 |
Disconnecting Appraisal and Designing Alternatives | 258 |
Creating Consensus and Confidence for Change | 284 |
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Common terms and phrases
360-degree feedback abolishing appraisal Alternative Assumptions appraisal process appraisal system approach assessment Assumptions Conventional beliefs bias career advancement coaching commitment communication conventional appraisal Conventional Assumption counseling create culture de-motivating decisions design team discussed documentation Douglas McGregor dropping appraisal Edwards Deming effective employee development employee's employees evaluation example experience focus formal functions of appraisal Gallery Furniture give Glenroy GM-Powertrain goal setting human resources idea implementation improvement incentives individual goal individual performance initiatives intrinsic motivation leadership learning look mance mandated measures ment merit pay Michigan State University negative feedback objective Oldsmobile organization organizational outcomes performance appraisal person personnel Peter Senge ployee practices praisal problems promotion question raters ratings responsible Richard Farson skills Step strategy structure supervisors thinking tion tive tool underlying assumptions understand unintended WFSI workplace
Popular passages
Page xviii - The significant problems we face cannot be solved at the same level of thinking we were at when we created them.