Abolishing Performance Appraisals Why They Backfire and What to Do Instead

ISBN-10: 1576752003

ISBN-13: 9781576752005

Edition: 2nd 2002 (Reprint)

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The authors separate the five discrete functions of appraisal: coaching, feedback, compensation, employee development, and legal documentation and clarify the objectives of each. They examine the atrocious track record of appraisals.
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Book details

List price: $21.95
Edition: 2nd
Copyright year: 2002
Publisher: Berrett-Koehler Publishers, Incorporated
Publication date: 9/9/2002
Binding: Paperback
Size: 6.25" wide x 9.25" long x 0.75" tall
Weight: 1.320
Language: English

He is a Fellow in Media Management at the University of Hertfordshire Business School, Global CBT production manager for Management Consultancy Service for PricewaterhouseCoopers and former Multimedia consultant to Shell International.

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