Abolishing performance appraisals why they backfire and what to do instead
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...
| Autor principal: | |
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| Otros Autores: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
San Francisco :
Berrett-Koehler Publishers
c2002.
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| Edición: | Pbk. ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627841806719 |
Tabla de Contenidos:
- 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
- Conclusion
- Review of Chapter Assumptions
- 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
- Conclusion
- Review of Chapter Assumptions
- 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
- Conclusion
- Review of Chapter Assumptions
- 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
- Conclusion
- Review of Chapter Assumptions
- 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
- Conclusion
- Review of Chapter Assumptions
- 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
- Conclusion
- Review of Chapter Assumptions
- 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
- Conclusion
- Review of Chapter Assumptions
- 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.
