Abolishing Performance Appraisals
Performance 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.
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LibraryThing ReviewUser Review - kageeh - LibraryThing
This book laid out in great detail the uselessness of performance appraisals. I wish all corporations would heed this book but, alas, they won't and don't. Performance appraisals are a complete waste ... Read full review
Why Appraisals Backfire The Fatal Flaws
Good Intentions That Never Deliver
The REAL Goal Improving the Performance of the Organization
Appraisal as a Rating Tool Fair or Foul?
What to Do Instead Five Functions of Appraisal
Coaching Employees in the New Workplace
Feedback That Makes a Difference
How Do We Pay People Without Appraisals?
How to Get There The Transition to Alternatives
Disconnecting Appraisal and Designing Alternatives
Creating Consensus and Confidence for Change
Free at Last Further Reading and About the 414
Staffing Promotions and Development
Dispelling the Legal Myths and Dealing with Poor Performers vi Foreword xii Preface xv xviii Acknowledgments xxii 38 70 100 101 174 241 301
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360-degree feedback abolishing appraisal Alfie Kohn Alternative Assumptions appraisal process appraisal system approach assessment Assumptions Conventional beliefs bias candidate career advancement Chapter coaching commitment 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’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 there’s thinking tion tive tool trying underlying assumptions understand unintended WFSI workplace