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

3.69 of 5 stars 3.69  ·  rating details  ·  29 ratings  ·  6 reviews
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. Feedback, compensation, coaching, promotion, and legal documentation are all covered, as well as a variety of new alternatives that produce better results for both managers and employees.
Paperback, 360 pages
Published September 9th 2002 by Berrett-Koehler Publishers (first published January 15th 2000)
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Jurgen Appelo
Fantastic research that completely demolishes appraisals. Pity it's a tiny bit dry and long.
Olli Helttula
This is one of those books I wish I had read a long time ago. It discusses several topics that I have felt uneasy with but never really could put a finger on what exactly was the problem.

Recommended to anyone struggling with traditional appraisal methods. What I found especially good was that the book does not merely discuss appraisals as an isolated process but makes the case that organizations should start seeing employees as human beings instead of resources.
This has been one of the best books on the topic of people management and failures of the "traditional organisational management" that I have come across. This book is grounded in great expertise from people such as Peter Block, Ackoff, Deming... And it's not a straight critique of the existing systems but a deep analysis of the underlying assumptions and how they may be flawed and what could be the alternatives.
This is an enlightening and informative book about traditional employee performance appraisals and how they don't do much to motiviate productive behavior. This is an excellent read for those who work with colleagues and have to do yearly performance appraisals. This is truly "outside the box" thinking and feel the ideas discussed in this book were refreshing.
Rhodes Brown
Look past the provocative title. This book takes a good look at what is broken with most approaches to performance reviews. It asks the right questions to allow managers to reconsider their objectives and reform feedback and review mechanisms to get the results they really want.
Too wordy, but a good argument. The answer is coaching. Mostly... I think it's also having a look at how the work "works" rather than how you think it works.

After reading this, move on to Freedom From Command and Control
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