Abolishing Performance Appraisals: Why They Backfir... by Mary Jenkins Paperback

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Características del artículo

Estado
En muy buen estado: Libro que se ha leído y que no tiene un aspecto nuevo, pero que está en un ...
ISBN
1576752003
EAN
9781576752005
Date of Publication
2002-10-13
Publication Name
N/A
Type
Paperback / softback
Release Title
Abolishing Performance Appraisals: Why They Backfire and What ...
Artist
Mary Jenkins
Brand
N/A
Colour
N/A

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Product Identifiers

Publisher
Berrett-Koehler Publishers, Incorporated
ISBN-10
1576752003
ISBN-13
9781576752005
eBay Product ID (ePID)
2252988

Product Key Features

Edition
2
Book Title
Abolishing Performance Appraisals : Why They Backfire and What to Do Instead
Number of Pages
352 Pages
Language
English
Publication Year
2002
Topic
Human Resources & Personnel Management, Management
Features
Reprint
Illustrator
Yes
Genre
Business & Economics
Author
Tom Coens, Mary Jenkins
Format
Trade Paperback

Dimensions

Item Height
0.9 in
Item Weight
18.2 Oz
Item Length
9.2 in
Item Width
6.1 in

Additional Product Features

Intended Audience
Trade
LCCN
00-010709
Dewey Edition
21
Dewey Decimal
658.3/125
Table Of Content
Foreword by Peter Block Preface Preface to the Paperback Edition Acknowledgments Introduction: Letting Go of a Hopeless Ritual The Legacy of Appraisal What This Book Is Not About Then What Is This Book About? Getting to the "Instead" A Road Map Part One Why Appraisals Backfire: The Fatal Flaws 1 Good Intentions That Never Deliver 2 The Real Goal: Improving the Performance of the Organization 3 Appraisal as a Rating Tool: Fair or Foul? Part Two What to Do Instead: Five Functions of Appraisal 4 Coaching Employees in the New Workplace 5 Feedback That Makes a Difference 6 How Do We Pay People Without Appraisals? 7 Staffing, Promotions, and Development 8 Dispelling the Legal Myths and Dealing with Poor Performers Part Three How to Get There: The Transition to Alternatives 9 Disconnecting Appraisal and Designing Alternatives 10 Creating Consensus and Confidence for Change Conclusion: Free at Last! What To Do Instead of Appraisal--A Summary What the Sages Say Further Reading and Resources Notes Index About the Authors
Edition Description
Reprint
Synopsis
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., 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. The authors suggest a variety of new alternatives that produce better results for both managers and employees.

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