Abolishing performance appraisals : why they backfire and what to do instead / Tom Coens and Mary Jenkins.

Format:

Book

Author/Creator:

Coens, Tom, 1947-2002.

Contributor:

Jenkins, Mary, 1954-

Language:

English

Subjects (All):

Employees--Rating of.

Employees.

Performance standards.

Supervision of employees.

Physical Description:

1 online resource (361 p.)

Edition:

Pbk. ed.

Place of Publication:

San Francisco : Berrett-Koehler Publishers, c2002.

Language Note:

English

System Details:

text file

Summary:

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.

Contents:

Intro

Title Page

Copyright Page

What People Are Saying About Abolishing Performance Appraisals

Foreword

Preface

Preface to the Paperback Edition

Acknowledgments

Special Acknowledgments from Tom Coens

Special Acknowledgments from Mary Jenkins

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

Part One Why Appraisals Backfire: The Fatal Flaws

1 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

Conclusion

Review of Chapter Assumptions

2 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

3 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

Part Two What to Do Instead: Five Functions of Appraisal

4 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

5 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-Alternatives With Too Many Drawbacks

Feedback Without Appraisal-What to Do Instead

Case Study General Motors-Powertrain Division

6 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

What About Abolishing Appraisal With Merit Pay?

A Little Advice About Changing Pay Practices

What to Do Instead-Motivation

7 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

Appraisal and Employee Growth and Development

Alternative Approaches to Development and Growth

Career Management and Mandated Development

Appraisal and Career Track Advancement

■Appraisal In Making Layoffs and Downsizing Decisions

8 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

Appraisal As a Counseling Tool for Poor Performers

Dealing With Problem Employees

Part Three How to Get There: The Transition to Alternatives

9 Disconnecting Appraisal and Designing Alternatives

Overview of the Design Process

Quick Overview of Initial Steps

Step 1: Assess the Need for Change

Step 2: Get a Charter from Top Management

Step 3: Form a Design Team

Step 4: Look At the Past-A Critical Step

Step 5: Revisit and Clarify the Overall Objective

Step 6: Build from a New Set of Assumptions

Step 7: Begin the Process of Design

10 Creating Consensus and Confidence for Change

Overview of Remaining Steps

Step 8: Devise a Communication and Educational Strategy

Step 9: Gather Feedback from Stakeholders

Step 10: Refine the Design

Step 11: Get Another Blessing

Step 12: Complete the Design and Devise an Implementation Strategy

Case Study Electronic Data Corporation (EDS)- Working Within Corporate Mandates

Step 13: Plan a Pilot

Case Study the Perils of Going for the Whole Enchilada

Step 14: Unveil the Final Design

Step 15: Educate and Train On the Alternative Systems

Step 16: 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 On Performance Appraisal and Related Issues

Kelly Allan

Dr. Michael Beer

Philip Crosby

Dr. W. Edwards Deming

Dr. William Glasser

David H. Maister

Douglas McGregor

Peter Scholtes

Margaret Wheatley and Myron Kellner-Rogers

Further Reading and Resources

On Alternative Approaches Generally

Appraisals and Their Effects On the Organization and People

Communication -Alternative Models

Designing New HR Systems.

Employee Development Tools and Resources

Feedback

Legal Documentation

Organizational Change

Motivation

Systems Theory and Emerging Organizational Models

Notes

About the Authors

Index.

Notes:

New preface to the paperback ed.

Includes bibliographical references and index.

ISBN:

9786612300523

9781282300521

1282300520

9781605093956

1605093955

OCLC:

607916351