The Resource Abolishing performance appraisals : why they backfire and what to do instead, Tom Coens and Mary Jenkins

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

Label
Abolishing performance appraisals : why they backfire and what to do instead
Title
Abolishing performance appraisals
Title remainder
why they backfire and what to do instead
Statement of responsibility
Tom Coens and Mary Jenkins
Creator
Contributor
Subject
Language
eng
Summary
"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 alternatives emphasizing teamwork, empowerment, and spirituality." "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."--BOOK JACKET
Action
committed to retain for EAST
Cataloging source
DLC
http://library.link/vocab/creatorDate
1947-
http://library.link/vocab/creatorName
Coens, Tom
Illustrations
illustrations
Index
index present
LC call number
HF5549.5.R3
LC item number
C575 2000
Literary form
non fiction
Nature of contents
bibliography
http://library.link/vocab/relatedWorkOrContributorDate
1954-
http://library.link/vocab/relatedWorkOrContributorName
Jenkins, Mary
http://library.link/vocab/subjectName
  • Employees
  • Performance standards
  • Supervision of employees
  • Personnel
  • Rendement au travail
  • Personnel
  • Employees
  • Performance standards
  • Supervision of employees
  • Personeelsbeoordeling
  • Beoordelingstechnieken
  • Begeleiding
Label
Abolishing performance appraisals : why they backfire and what to do instead, Tom Coens and Mary Jenkins
Instantiates
Publication
Bibliography note
Includes bibliographical references and index
Carrier category
volume
Carrier category code
nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
Introduction: Letting Go of a Hopeless Ritual -- The Legacy of Appraisal -- Getting to the "Instead" -- A Road Map -- Why Appraisals Backfire: The Fatal Flaws -- 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 -- 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 -- 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 -- What to Do Instead: Five Functions of Appraisal -- 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 -- Case Study: University of Wisconsin Credit Union -- Case Study: Madison, Wisconsin Police Department -- 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--An Alternative with Too Many Drawbacks -- Feedback Without Appraisal--What to Do Instead -- Case Study: General Motors-Powertrain Division -- 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 -- Case Study: Glenroy, Inc. -- Case Study: Gallery Furniture Company -- What About Abolishing Appraisal with Merit Pay? -- Case Study: Entre Computer Services -- A Little Advice About Changing Pay Practices -- What to Do Instead--Motivation -- 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 -- Case Study: Madison Police Department Promotion Process -- Appraisal and Employee Growth and Development -- Alternative Approaches to Development and Growth -- Case Study: Memorial Hospital, Fremont, Ohio -- Career Management and Mandated Development -- Appraisal and Career Track Advancement -- Appraisal in Making Layoffs and Downsizing Decisions -- 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 -- Case Study: Michigan State University -- Appraisal as a Counseling Tool for Poor Performers -- Dealing with Problem Employees -- How to Get There: The Transition to Alternatives -- Disconnecting Appraisal and Designing Alternatives -- Overview of the Design Process -- Quick Overview of Initial Steps -- Assess the Need for Change -- Get a Charter from Top Management -- Form a Design Team -- Look at the Past--A Critical Step -- Revisit and Clarify the Overall Objective -- Build from a New Set of Assumptions -- Begin the Process of Design -- Creating Consensus and Confidence for Change -- Overview of Remaining Steps -- Devise a Communication and Educational Strategy -- Gather Feedback from Stakeholders -- Refine the Design -- Get Another Blessing -- Complete the Design and Devise an Implementation Strategy -- Case Study: Electronic Data Corporation (EDS)--Working Within Corporate Mandates -- Plan a Pilot -- Case Study: The Perils of Going for the Whole Enchilada -- Unveil the Final Design -- Educate and Train on the Alternative System -- 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
Dimensions
24 cm
Extent
xxi, 338 pages
Isbn
9781576750766
Lccn
00010709
Media category
unmediated
Media MARC source
rdamedia
Media type code
n
Other physical details
illustrations
System control number
  • (OCoLC)44727852
  • (OCoLC)ocm44727852
Label
Abolishing performance appraisals : why they backfire and what to do instead, Tom Coens and Mary Jenkins
Publication
Bibliography note
Includes bibliographical references and index
Carrier category
volume
Carrier category code
nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
Introduction: Letting Go of a Hopeless Ritual -- The Legacy of Appraisal -- Getting to the "Instead" -- A Road Map -- Why Appraisals Backfire: The Fatal Flaws -- 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 -- 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 -- 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 -- What to Do Instead: Five Functions of Appraisal -- 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 -- Case Study: University of Wisconsin Credit Union -- Case Study: Madison, Wisconsin Police Department -- 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--An Alternative with Too Many Drawbacks -- Feedback Without Appraisal--What to Do Instead -- Case Study: General Motors-Powertrain Division -- 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 -- Case Study: Glenroy, Inc. -- Case Study: Gallery Furniture Company -- What About Abolishing Appraisal with Merit Pay? -- Case Study: Entre Computer Services -- A Little Advice About Changing Pay Practices -- What to Do Instead--Motivation -- 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 -- Case Study: Madison Police Department Promotion Process -- Appraisal and Employee Growth and Development -- Alternative Approaches to Development and Growth -- Case Study: Memorial Hospital, Fremont, Ohio -- Career Management and Mandated Development -- Appraisal and Career Track Advancement -- Appraisal in Making Layoffs and Downsizing Decisions -- 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 -- Case Study: Michigan State University -- Appraisal as a Counseling Tool for Poor Performers -- Dealing with Problem Employees -- How to Get There: The Transition to Alternatives -- Disconnecting Appraisal and Designing Alternatives -- Overview of the Design Process -- Quick Overview of Initial Steps -- Assess the Need for Change -- Get a Charter from Top Management -- Form a Design Team -- Look at the Past--A Critical Step -- Revisit and Clarify the Overall Objective -- Build from a New Set of Assumptions -- Begin the Process of Design -- Creating Consensus and Confidence for Change -- Overview of Remaining Steps -- Devise a Communication and Educational Strategy -- Gather Feedback from Stakeholders -- Refine the Design -- Get Another Blessing -- Complete the Design and Devise an Implementation Strategy -- Case Study: Electronic Data Corporation (EDS)--Working Within Corporate Mandates -- Plan a Pilot -- Case Study: The Perils of Going for the Whole Enchilada -- Unveil the Final Design -- Educate and Train on the Alternative System -- 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
Dimensions
24 cm
Extent
xxi, 338 pages
Isbn
9781576750766
Lccn
00010709
Media category
unmediated
Media MARC source
rdamedia
Media type code
n
Other physical details
illustrations
System control number
  • (OCoLC)44727852
  • (OCoLC)ocm44727852

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