Abolishing Performance Appraisals

Why They Backfire and What to Do Instead

Tom Coens (Author) | Mary Jenkins (Author)

Publication date: 10/12/2002

Bestseller over 30,000+ copies sold

Abolishing Performance Appraisals

Shows why performance appraisal should be abolished and provides specific guidance on what to do instead

Provides multiple detailed case studies of organizations that have successfully abolished performance appraisal

Foreword by Peter Block

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.

•    Shows why performance appraisal should be abolished and provides specific guidance on what to do instead

•    Provides multiple detailed case studies of organizations that have successfully abolished performance appraisal

•    Foreword by Peter Block

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.

Read more and meet author below



Paperback:
9781576752005

$21.95
(member price: $19.76)
Free shipping on all orders from the BK Publishers store.
Or find a local bookseller with Indiebound.

Other Available Formats and Editions

9781609943073

$21.95
(member price: $15.37)

9781605093956

$21.95
(member price: $15.37)
Bulk Discounts
Rights Information


Featured Books



More About This Product

Overview

Shows why performance appraisal should be abolished and provides specific guidance on what to do instead

Provides multiple detailed case studies of organizations that have successfully abolished performance appraisal

Foreword by Peter Block

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.

•    Shows why performance appraisal should be abolished and provides specific guidance on what to do instead

•    Provides multiple detailed case studies of organizations that have successfully abolished performance appraisal

•    Foreword by Peter Block

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.

Back to Top ↑

Meet the Authors


Visit Author Page - Tom Coens

Tom Coens, a labor and employment law attorney and organizational trainer, spent more than thirty years working in human resources, quality management, and labor law issues. He conducted training with hundreds of organizations, including Chem-Trend International, Detroit Edison, and Mead. Coens passed away in 2002.



Visit Author Page - Mary Jenkins

Mary Jenkins is founder of Emergent Systems, a consulting firm that assists in developing progressive human resources systems. Her clients include Saturn, Shell Oil, Kodak, Compaq, Coca-Cola, Oldsmobile, and the U.S. General Accounting Office. Jenkins was previously Director of Human Resources at General Motors' GM-Powertrain Division. For more information, please visit www.abolishappraisals.com.

Back to Top ↑


Table of Contents



Foreword by Peter Block

Introduction: It's Time to Let Go of a Hopeless Ritual

Part I: Why Appraisals Backfire: The Fatal Flaws

Chapter 1: Good Intentions that Never Deliver
Chapter 2: The Real Goal: Improving the Performance of the Organization
Chapter 3: Appraisal as a Rating Tool: Fair or Foul?

Part II: What to Do Instead: Five Functions of Appraisal

Chapter 4:
Coaching Employees in the New Workplace
Chapter 5: Feedback that Makes a Difference
Chapter 6: How Do We Pay People Without Appraisals?
Chapter 7: Staffing, Promotions, and Development
Chapter 8: Dispelling the Legal Myths and Dealing with Poor Performers

Part III: How to Get There: The Transition to Alternatives

Chapter 9: Disconnecting Appraisal and Designing Alternatives
Chapter 10: Creating Consensus and Confidence for Change

Conclusion: Free at Last!

Back to Top ↑

Endorsements



"Bravo! It's far more common for people in the business world to talk about thinking outside the box than to do it. Coens and Jenkins are refreshing exceptions: they don't offer suggestions for fine-tuning performance appraisals; rather, they ask why this practice should continue in any form. Their book, peppered with persuasive stories and studies, is obviously thought-provoking. One hopes it will be change-provoking as well."

—Alfie Kohn, author of Punished by Rewards and No Contest: The Case Against Competition

"Coens and Jenkins have created a beautiful book about an ugly subject-performance appraisal. The beauty lies in the simplicity and profound rightness of their conclusion-abolish it-and in their thoughtful, practical advice about what to do instead."

—Dick Richards, author of Artful Work

"American business is suffering, I fear, from some resurgence in the popularity of performance appraisals. Tom Coens' and Mary Jenkins' book is an extremely important contrary voice... a magnificent book."

—Peter Scholtes, author of The Team Handbook and The Leader's Handbook

Back to Top ↑