Abolishing Performance Appraisals (Pb) : Why They Backfire and What to Do Instead

by COENS, TOMJENKINS, MARY

• ISBN13: 9781576752005
• ISBN10: 1576752003
• Format: Trade Paper
• Copyright: 2002-10-13
• Publisher: Berrett-Koehler Publishers

Summary

This is the first book to offer specific suggestions on how to replace performance appraisals with a more effective system that emphasizes teamwork and empowerment. Feedback, compensation, coaching, promotion, and legal documentation are all covered, as well as a variety of new alternatives that produce better results for both managers and employees.

Author Biography

Tom Coens, a labor and employment law attorney and organizational trainer, has thirty years of experience in human resources, quality-management, and labor law issues Mary Jenkins is founder of Emergent Systems, a consulting firm that assists in developing progressive human resources systems

Table of Contents

Foreword
Preface
Acknowledgments
Introduction: Letting Go of a Hopeless Ritual	p. 1
The Legacy of Appraisal	p. 3
What This Book Is Not About	p. 4
Then What Is This Book About?	p. 5
Getting to the "Instead"	p. 8
A Road Map	p. 9
Why Appraisals Backfire: The Fatal Flaws
Good Intentions That Never Deliver	p. 11
What Do We Mean by Performance Appraisal?	p. 12
The Intentions and Purposes of Appraisal	p. 15
Do Appraisals Work?	p. 17
Why Do We Hang onto a Process That Doesn't Work?	p. 18
Why Appraisal Fails--Its Underlying Assumptions	p. 20
Generally Applicable Assumptions of Appraisal	p. 24
Conclusion	p. 30
Review of Chapter Assumptions	p. 31
The Real Goal: Improving the Performance of the Organization	p. 33
A Tool for Mechanistic Organizations	p. 34
Management-By-Objective (MBO)	p. 36
High Hopes End in Frustration	p. 37
Emergence of the New Models of Thinking	p. 41
The Clash of Appraisal and the New Thinking	p. 43
Assumptions Around Improvement	p. 45
Conclusion	p. 51
Review of Chapter Assumptions	p. 51
Appraisal as a Rating Tool: Fair or Foul?	p. 53
Appraisal as a Measuring Tool	p. 55
The Track Record of Appraisal as a Rating Device	p. 56
Our Assumptions About Rating People	p. 61
Political Problems	p. 62
Crediting Performance to Individuals or the System	p. 65
Conclusion	p. 60
Review of Chapter Assumptions	p. 69
What to Do Instead: Five Functions of Appraisal	p. 71
Coaching Employees in the New Workplace	p. 73
What Do We Mean by Coaching?	p. 74
The Changing Role of Supervisors	p. 75
Guidance and Direction	p. 80
Accountability or Control?	p. 81
Rating and Ranking as a Source of Guidance and Direction	p. 85
One-Size-Fits-All Approaches to Guidance and Direction	p. 88
Goal Setting--A Good Strategy for Improvement?	p. 91
What to Do Instead--New Perspectives on Coaching	p. 98
Case Study: University of Wisconsin Credit Union	p. 102
Case Study: Madison, Wisconsin Police Department	p. 109
Conclusion	p. 112
Review of Chapter Assumptions	p. 112
Feedback That Makes a Difference	p. 115
Starting with a Story	p. 116
Conditions for Effective Feedback	p. 118
Feedback Assumptions Within Appraisal	p. 120
Unhealthy Feedback Assumptions	p. 121
Noise Effect of Feedback	p. 135
Case Study: Wheaton Franciscan Services	p. 137
Drawbacks of Feedback as an Improvement Strategy	p. 138
Mandated Feedback--An Alternative with Too Many Drawbacks	p. 140
Feedback Without Appraisal--What to Do Instead	p. 142
Case Study: General Motors-Powertrain Division	p. 148
Conclusion	p. 151
Review of Chapter Assumptions	p. 151
How Do We Pay People Without Appraisals?	p. 153
The Complexities of Money, Motivation, and Work	p. 154
Incentive Pay--Does It Get People to Do Their Best?	p. 155
De-Motivation and Motivation	p. 159
Our Expectation to Be Paid According to Our Contribution	p. 160
Designing Pay Structures with Different Objectives	p. 162
Pay Without Appraisal	p. 163
Non-Merit Pay Approaches	p. 163
Case Study: Glenroy, Inc.	p. 167
Case Study: Gallery Furniture Company	p. 170
What About Abolishing Appraisal with Merit Pay?	p. 171
Case Study: Entre Computer Services	p. 176
A Little Advice About Changing Pay Practices	p. 178
What to Do Instead--Motivation	p. 181
Conclusion	p. 185
Review of Chapter Assumptions	p. 185
Staffing, Promotions, and Development	p. 187
Creating a Common Language	p. 188
The Myth of the Objective Selection	p. 189
The Drawbacks of Appraisals in Selection Decisions	p. 193
The Impact of EEO Laws	p. 194
Promotions Without Appraisal	p. 196
Case Study: Madison Police Department Promotion Process	p. 201
Appraisal and Employee Growth and Development	p. 202
Alternative Approaches to Development and Growth	p. 206
Case Study: Memorial Hospital, Fremont, Ohio	p. 207
Career Management and Mandated Development	p. 210
Appraisal and Career Track Advancement	p. 214
Appraisal in Making Layoffs and Downsizing Decisions	p. 218
Conclusion	p. 221
Review of Chapter Assumptions	p. 221
Dispelling the Legal Myths and Dealing with Poor Performers	p. 223
Are Appraisals Legally Required?	p. 224
Must You Do Appraisals for Legal Protection?	p. 226
Getting the Documentation You Need Without Appraisal	p. 236
Case Study: Michigan State University	p. 240
Appraisal as a Counseling Tool for Poor Performers	p. 245
Dealing with Problem Employees	p. 247
Conclusion	p. 252
Review of Chapter Assumptions	p. 252
How to Get There: The Transition to Alternatives	p. 255
Disconnecting Appraisal and Designing Alternatives	p. 257
Overview of the Design Process	p. 258
Quick Overview of Initial Steps	p. 259
Assess the Need for Change	p. 260
Get a Charter from Top Management	p. 262
Form a Design Team	p. 265
Look at the Past--A Critical Step	p. 268
Revisit and Clarify the Overall Objective	p. 274
Build from a New Set of Assumptions	p. 276
Begin the Process of Design	p. 279
Creating Consensus and Confidence for Change	p. 283
Overview of Remaining Steps	p. 284
Devise a Communication and Educational Strategy	p. 286
Gather Feedback from Stakeholders	p. 288
Refine the Design	p. 292
Get Another Blessing	p. 293
Complete the Design and Devise an Implementation Strategy	p. 294
Case Study: Electronic Data Corporation (EDS)--Working Within Corporate Mandates	p. 294
Plan a Pilot	p. 295
Case Study: The Perils of Going for the Whole Enchilada	p. 297
Unveil the Final Design	p. 298
Educate and Train on the Alternative System	p. 299
Implement and Continuously Improve	p. 299
The Remaining Functions of Appraisal	p. 300
Conclusion: Free at Last!	p. 303
What To Do Instead of Appraisal--A Summary	p. 306
What the Sages Say	p. 308
Further Reading and Resources	p. 311
Notes	p. 315
Index	p. 327
About the Authors	p. 337
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