Abolishing Performance Appraisals: Why They Backfire and what to Do Instead

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Berrett-Koehler Publishers, 2000 - Business & Economics - 338 pages
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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.

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LibraryThing Review

User Review  - kageeh - LibraryThing

This book laid out in great detail the uselessness of performance appraisals. I wish all corporations would heed this book but, alas, they won't and don't. Performance appraisals are a complete waste ... Read full review

User Review - Flag as inappropriate

Grammar and spelling errors in the first paragraph of the forward!? Maybe the Editor needs a Performance Appraisal!


Letting 60 of a Hopeless Ritual
Good Intentions That Never Deliver
The Real Goal Improving the Performance of the Organization
Appraisal as a Rating Tool Fair or Foul?
Coaching Employees in the New Workplace
Feedback That Makes a Difference
How Do We Pay People Without Appraisals?
Staffing Promotions and Development
Dispelling the Legal Myths and Dealing with Poor Performers
Disconnecting Appraisal and Designing Alternatives
Creating Consensus and Confidence for Change

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Page xviii - The significant problems we face cannot be solved at the same level of thinking we were at when we created them.

About the author (2000)

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. He has done training with hundreds of organizations, including Chem-Trend International, Delta Dental, Detroit Edison, Mead, and Sears.
Mary Jenkins is founder of Emergent Systems, a consulting firm that assists in developing progressive human resources systems. Her clients have included Saturn, Shell Oil, Kodak, Compaq, EDS, Oldsmobile, and the U.S. General Accounting Office. Jenkins was previously Director of Salaried Personnel at General Motors' GM-Powertrain Division.

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