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| Foreword | |
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| Preface | |
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| Acknowledgments | |
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| Introduction: Letting Go of a Hopeless Ritual | |
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| The Legacy of Appraisal | |
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| What This Book Is Not About | |
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| Then What Is This Book About? | |
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| Getting to the "Instead" | |
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| A Road Map | |
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| Why Appraisals Backfire: The Fatal Flaws | |
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| Good Intentions That Never Deliver | |
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| What Do We Mean by Performance Appraisal? | |
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| The Intentions and Purposes of Appraisal | |
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| Do Appraisals Work? | |
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| Why Do We Hang onto a Process That Doesn't Work? | |
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| Why Appraisal Fails--Its Underlying Assumptions | |
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| Generally Applicable Assumptions of Appraisal | |
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| Conclusion | |
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| Review of Chapter Assumptions | |
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| The Real Goal: Improving the Performance of the Organization | |
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| A Tool for Mechanistic Organizations | |
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| Management-By-Objective (MBO) | |
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| High Hopes End in Frustration | |
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| Emergence of the New Models of Thinking | |
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| The Clash of Appraisal and the New Thinking | |
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| Assumptions Around Improvement | |
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| Conclusion | |
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| Review of Chapter Assumptions | |
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| Appraisal as a Rating Tool: Fair or Foul? | |
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| Appraisal as a Measuring Tool | |
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| The Track Record of Appraisal as a Rating Device | |
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| Our Assumptions About Rating People | |
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| Political Problems | |
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| Crediting Performance to Individuals or the System | |
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| Conclusion | |
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| Review of Chapter Assumptions | |
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| What to Do Instead: Five Functions of Appraisal | |
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| Coaching Employees in the New Workplace | |
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| What Do We Mean by Coaching? | |
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| The Changing Role of Supervisors | |
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| Guidance and Direction | |
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| Accountability or Control? | |
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| Rating and Ranking as a Source of Guidance and Direction | |
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| One-Size-Fits-All Approaches to Guidance and Direction | |
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| Goal Setting--A Good Strategy for Improvement? | |
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| What to Do Instead--New Perspectives on Coaching | |
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| Case Study: University of Wisconsin Credit Union | |
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| Case Study: Madison, Wisconsin Police Department | |
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| Conclusion | |
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| Review of Chapter Assumptions | |
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| Feedback That Makes a Difference | |
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| Starting with a Story | |
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| Conditions for Effective Feedback | |
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| Feedback Assumptions Within Appraisal | |
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| Unhealthy Feedback Assumptions | |
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| Noise Effect of Feedback | |
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| Case Study: Wheaton Franciscan Services | |
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| Drawbacks of Feedback as an Improvement Strategy | |
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| Mandated Feedback--An Alternative with Too Many Drawbacks | |
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| Feedback Without Appraisal--What to Do Instead | |
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| Case Study: General Motors-Powertrain Division | |
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| Conclusion | |
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| Review of Chapter Assumptions | |
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| How Do We Pay People Without Appraisals? | |
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| The Complexities of Money, Motivation, and Work | |
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| Incentive Pay--Does It Get People to Do Their Best? | |
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| De-Motivation and Motivation | |
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| Our Expectation to Be Paid According to Our Contribution | |
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| Designing Pay Structures with Different Objectives | |
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| Pay Without Appraisal | |
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| Non-Merit Pay Approaches | |
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| Case Study: Glenroy, Inc. | |
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| Case Study: Gallery Furniture Company | |
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| What About Abolishing Appraisal with Merit Pay? | |
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| Case Study: Entre Computer Services | |
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| A Little Advice About Changing Pay Practices | |
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| What to Do Instead--Motivation | |
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| Conclusion | |
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| Review of Chapter Assumptions | |
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| Staffing, Promotions, and Development | |
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| Creating a Common Language | |
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| The Myth of the Objective Selection | |
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| The Drawbacks of Appraisals in Selection Decisions | |
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| The Impact of EEO Laws | |
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| Promotions Without Appraisal | |
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| Case Study: Madison Police Department Promotion Process | |
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| Appraisal and Employee Growth and Development | |
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| Alternative Approaches to Development and Growth | |
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| Case Study: Memorial Hospital, Fremont, Ohio | |
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| Career Management and Mandated Development | |
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| Appraisal and Career Track Advancement | |
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| Appraisal in Making Layoffs and Downsizing Decisions | |
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| Conclusion | |
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| Review of Chapter Assumptions | |
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| Dispelling the Legal Myths and Dealing with Poor Performers | |
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| Are Appraisals Legally Required? | |
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| Must You Do Appraisals for Legal Protection? | |
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| Getting the Documentation You Need Without Appraisal | |
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| Case Study: Michigan State University | |
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| Appraisal as a Counseling Tool for Poor Performers | |
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| Dealing with Problem Employees | |
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| Conclusion | |
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| Review of Chapter Assumptions | |
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| How to Get There: The Transition to Alternatives | |
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| Disconnecting Appraisal and Designing Alternatives | |
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| Overview of the Design Process | |
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| Quick Overview of Initial Steps | |
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| Assess the Need for Change | |
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| Get a Charter from Top Management | |
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| Form a Design Team | |
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| Look at the Past--A Critical Step | |
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| Revisit and Clarify the Overall Objective | |
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| Build from a New Set of Assumptions | |
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| Begin the Process of Design | |
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| Creating Consensus and Confidence for Change | |
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| Overview of Remaining Steps | |
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| Devise a Communication and Educational Strategy | |
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| Gather Feedback from Stakeholders | |
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| Refine the Design | |
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| Get Another Blessing | |
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| Complete the Design and Devise an Implementation Strategy | |
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| Case Study: Electronic Data Corporation (EDS)--Working Within Corporate Mandates | |
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| Plan a Pilot | |
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| Case Study: The Perils of Going for the Whole Enchilada | |
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| Unveil the Final Design | |
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| Educate and Train on the Alternative System | |
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| Implement and Continuously Improve | |
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| The Remaining Functions of Appraisal | |
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| Conclusion: Free at Last! | |
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| What To Do Instead of Appraisal--A Summary | |
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| What the Sages Say | |
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| Further Reading and Resources | |
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| Notes | |
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| Index | |
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| About the Authors | |