MARC record from Internet Archive

LEADER: 08062cam 2200721 a 4500
001 ocm44727852
003 OCoLC
005 20190117221340.0
008 000801s2000 caua b 001 0 eng
010 $a 00010709
040 $aDLC$beng$cDLC$dUKM$dC#P$dLVB$dAFQ$dMUQ$dBAKER$dNLGGC$dBTCTA$dYDXCP$dOCLCG$dBTN$dZ87$dOCLCO$dOCLCF$dOCLCQ$dCNCGM$dOCLCO$dXFF$dOCLCO$dPX9$dOCLCO$dAU@$dOCLCO$dOCLCQ$dOCLCO$dCSA$dOCLCQ$dOCLCO$dCPO$dOCLCO$dUWO$dOCLCO$dOCLCQ
015 $aGBA0W5957$2bnb
015 $aGBA218844$2bnb
019 $a49297859$a1057921581$a1071391057
020 $a1576750760$q(hard ;$qalk. paper)
020 $a9781576750766$q(hard ;$qalk. paper)
020 $a1576752003
020 $a9781576752005
035 $a(OCoLC)44727852$z(OCoLC)49297859$z(OCoLC)1057921581$z(OCoLC)1071391057
050 00 $aHF5549.5.R3$bC575 2000
082 00 $a658.3/125$221
084 $a85.62$2bcl
100 1 $aCoens, Tom,$d1947-
245 10 $aAbolishing performance appraisals :$bwhy they backfire and what to do instead /$cTom Coens and Mary Jenkins.
260 $aSan Francisco :$bBerrett-Koehler Publishers,$c℗♭2000.
300 $axxi, 338 pages :$billustrations ;$c24 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
504 $aIncludes bibliographical references and index.
520 1 $a"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."--Jacket.
505 0 $aIntroduction: 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.
546 $aEnglish.
650 0 $aEmployees$xRating of.
650 0 $aPerformance standards.
650 0 $aSupervision of employees.
650 6 $aPersonnel$xE valuation.
650 6 $aRendement au travail$xNormes.
650 6 $aPersonnel$xSupervision.
650 7 $aEmployees$xRating of.$2fast$0(OCoLC)fst00909172
650 7 $aPerformance standards.$2fast$0(OCoLC)fst01057876
650 7 $aSupervision of employees.$2fast$0(OCoLC)fst01139044
650 17 $aPersoneelsbeoordeling.$2gtt
650 17 $aBeoordelingstechnieken.$2gtt
650 17 $aBegeleiding.$2gtt
650 7 $aEmployees$zRating of.$2sears
650 7 $aPerformance standards.$2sears
650 7 $aPersonnel management.$2sears
650 12 $aEmployee Performance Appraisal.
650 22 $aPersonnel Management$xstandards.
700 1 $aJenkins, Mary,$d1954-
938 $aBaker & Taylor$bBKTY$c27.95$d20.96$i1576750760$n0003521327$sactive
938 $aBaker and Taylor$bBTCP$n00010709
938 $aYBP Library Services$bYANK$n1670522
029 1 $aAU@$b000021681972
029 1 $aAU@$b000021715672
029 1 $aNLGGC$b201146185
029 1 $aNZ1$b5803699
029 1 $aUNITY$b029370876
029 1 $aUNITY$b115958061
029 1 $aYDXCP$b1670522
994 $aZ0$bP4A
948 $hHELD BY P4A - 805 OTHER HOLDINGS