The End of Performance Appraisal : A Practitioners' Guide to Alternatives in Agile Organisations
Intro -- Preface -- Contents -- 1: Introduction -- In Summary -- Bibliography -- 2: The Annual Performance Appraisal System -- 2.1 It´s a System -- The Annual Performance Appraisal Is a Cycle -- Uniformity in All Areas, and at All Levels -- A Focus on the Individual -- Manager Conducts the Appraisal -- Performance Appraisals Are Compulsory -- Interfaces to Affiliated HR Processes -- Formal, Institutionalised and Following Fixed Rules -- Decisions and Judgements as the Result -- No Annual Performance Appraisal Without HR -- Summary and Alternatives -- In Summary -- 2.2 We Allay World Hunger -- Performance Evaluation -- Competence Evaluation -- Performance and Development Target Setting -- Potential Evaluation and Clarification of Career Preferences -- Assessing the Turnover Risk -- In Summary -- Bibliography -- 3: Who Are the Customers of Performance Appraisals? -- 3.1 From Benefit to Design -- Thinking in Instruments -- The Benefit as the Starting Point -- In Summary -- 3.2 The Usual Intended Benefits -- Judgements and Decisions -- Rewarding the Best -- Addressing the Weak -- Identifying Talent -- Determining Internal Suitability -- Developing Employees -- Offering Prospects -- Learning Through Feedback -- Managing by Objectives -- Motivation Through Objectives -- Retaining Employees -- In Summary -- 3.3 Performance Appraisal Customers -- Four Scenarios -- The Senior Management as the Customer (A) -- HR as the Customer (B) -- Managers as the Customer (C) -- The Employees as the Customer (D) -- In Summary -- 3.4 Internal Positioning -- Everyone Somehow Benefits -- Intrinsic Conflict of Objectives -- Mixed Messages -- In Summary -- 3.5 Objective Relevance -- Having Time for One Another Once a Year -- Performance Appraisals Can Have a Toxic Effect -- A Focus on Objective Relevance -- In Summary -- Bibliography.