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9781576750766

Abolishing Performance Appraisals

by
  • ISBN13:

    9781576750766

  • ISBN10:

    1576750760

  • Format: Hardcover
  • Copyright: 2000-11-13
  • Publisher: Berrett-Koehler Publishers

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Summary

This is the first book to offer suggestions on how to replace performance appraisals with a system emphasizing teamwork, empowerment, and spirituality. Exploring such areas as coaching, feedback, compensation, promotion, and legal documentation, it challenges readers to think about the important questions surrounding the use of appraisal, such as why you use it, does it accomplish it's intended goals, what are the real effects, and more. The authors argue that the process of performance appraisal frustrates most employees and managers who use it. This book provides an alternative.

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
Peter Block
Preface
Acknowledgments
Introduction: Letting Go of a Hopeless Ritual 1(2)
The Legacy of Appraisal
3(1)
What This Book Is Not About
4(1)
Then What Is This Book About?
5(3)
Getting to the ``Instead''
8(1)
A Road Map
9(2)
Part One Why Appraisals Backfire: The Fatal Flaws
Good Intentions That Never Deliver
11(22)
What Do We Mean by Performance Appraisal?
12(3)
The Intentions and Purposes of Appraisal
15(2)
Do Appraisals Work?
17(1)
Why Do We Hang onto a Process That Doesn't Work?
18(2)
Why Appraisal Fails---Its Underlying Assumptions
20(4)
Generally Applicable Assumptions of Appraisal
24(6)
Conclusion
30(1)
Review of Chapter Assumptions
31(2)
The Real Goal: Improving the Performance of the Organization
33(20)
A Tool for Mechanistic Organizations
34(2)
Management-By-Objective (MBO)
36(1)
High Hopes End in Frustration
37(4)
Emergence of the New Models of Thinking
41(2)
The Clash of Appraisal and the New Thinking
43(2)
Assumptions Around Improvement
45(6)
Conclusion
51(1)
Review of Chapter Assumptions
51(2)
Appraisal as a Rating Tool: Fair or Foul?
53(18)
Appraisal as a Measuring Tool
55(1)
The Track Record of Appraisal as a Rating Device
56(5)
Our Assumptions About Rating People
61(1)
Political Problems
62(3)
Crediting Performance to Individuals or the System
65
Conclusion
60(9)
Review of Chapter Assumptions
69(2)
Part Two What to Do Instead: Five Functions of Appraisal 71(184)
Coaching Employees in the New Workplace
73(42)
What Do We Mean by Coaching?
74(1)
The Changing Role of Supervisors
75(5)
Guidance and Direction
80(1)
Accountability or Control?
81(4)
Rating and Ranking as a Source of Guidance and Direction
85(3)
One-Size-Fits-All Approaches to Guidance and Direction
88(3)
Goal Setting---A Good Strategy for Improvement?
91(7)
What to Do Instead---New Perspectives on Coaching
98(14)
Case Study: University of Wisconsin Credit Union
102(7)
Case Study: Madison, Wisconsin Police Department
109(3)
Conclusion
112(1)
Review of Chapter Assumptions
112(3)
Feedback That Makes a Difference
115(38)
Starting with a Story
116(2)
Conditions for Effective Feedback
118(2)
Feedback Assumptions Within Appraisal
120(1)
Unhealthy Feedback Assumptions
121(14)
Noise Effect of Feedback
135(3)
Case Study: Wheaton Franciscan Services
137(1)
Drawbacks of Feedback as an Improvement Strategy
138(2)
Mandated Feedback---An Alternative with Too Many Drawbacks
140(2)
Feedback Without Appraisal---What to Do Instead
142(9)
Case Study: General Motors-Powertrain Division
148(3)
Conclusion
151(1)
Review of Chapter Assumptions
151(2)
How Do We Pay People Without Appraisals?
153(34)
The Complexities of Money, Motivation, and Work
154(1)
Incentive Pay---Does It Get People to Do Their Best?
155(4)
De-Motivation and Motivation
159(1)
Our Expectation to Be Paid According to Our Contribution
160(2)
Designing Pay Structures with Different Objectives
162(1)
Pay Without Appraisal
163(1)
Non-Merit Pay Approaches
163(8)
Case Study: Glenroy, Inc.
167(3)
Case Study: Gallery Furniture Company
170(1)
What About Abolishing Appraisal with Merit Pay?
171(7)
Case Study: Entre Computer Services
176(2)
A Little Advice About Changing Pay Practices
178(3)
What to Do Instead---Motivation
181(4)
Conclusion
185(1)
Review of Chapter Assumptions
185(2)
Staffing, Promotions, and Development
187(36)
Creating a Common Language
188(1)
The Myth of the Objective Selection
189(4)
The Drawbacks of Appraisals in Selection Decisions
193(1)
The Impact of EEO Laws
194(2)
Promotions Without Appraisal
196(6)
Case Study: Madison Police Department Promotion Process
201(1)
Appraisal and Employee Growth and Development
202(4)
Alternative Approaches to Development and Growth
206(4)
Case Study: Memorial Hospital, Fremont, Ohio
207(3)
Career Management and Mandated Development
210(4)
Appraisal and Career Track Advancement
214(4)
Appraisal in Making Layoffs and Downsizing Decisions
218(3)
Conclusion
221(1)
Review of Chapter Assumptions
221(2)
Dispelling the Legal Myths and Dealing with Poor Performers
223(32)
Are Appraisals Legally Required?
224(2)
Must You Do Appraisals for Legal Protection?
226(10)
Getting the Documentation You Need Without Appraisal
236(9)
Case Study: Michigan State University
240(5)
Appraisal as a Counseling Tool for Poor Performers
245(2)
Dealing with Problem Employees
247(5)
Conclusion
252(1)
Review of Chapter Assumptions
252(3)
Part Three How to Get There: The Transition to Alternatives 255(53)
Disconnecting Appraisal and Designing Alternatives
257(26)
Overview of the Design Process
258(1)
Quick Overview of Initial Steps
259(1)
Assess the Need for Change
260(2)
Get a Charter from Top Management
262(3)
Form a Design Team
265(3)
Look at the Past---A Critical Step
268(6)
Revisit and Clarify the Overall Objective
274(2)
Build from a New Set of Assumptions
276(3)
Begin the Process of Design
279(4)
Creating Consensus and Confidence for Change
283(25)
Overview of Remaining Steps
284(2)
Devise a Communication and Educational Strategy
286(2)
Gather Feedback from Stakeholders
288(4)
Refine the Design
292(1)
Get Another Blessing
293(1)
Complete the Design and Devise an Implementation Strategy
294(1)
Case Study: Electronic Data Corporation (EDS)---Working Within Corporate Mandates
294(1)
Plan a Pilot
295(3)
Case Study: The Perils of Going for the Whole Enchilada
297(1)
Unveil the Final Design
298(1)
Educate and Train on the Alternative System
299(1)
Implement and Continuously Improve
299(1)
The Remaining Functions of Appraisal
300(8)
Conclusion: Free at Last!
303(3)
What To Do Instead of Appraisal-A Summary
306(2)
What the Sages Say 308(3)
Further Reading and Resources 311(4)
Notes 315(12)
Index 327(10)
About the Authors 337

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