The End of Performance Appraisal

A Practitioners' Guide to Alternatives in Agile Organisations

Nonfiction, Health & Well Being, Psychology, Occupational & Industrial Psychology, Business & Finance, Human Resources & Personnel Management
Cover of the book The End of Performance Appraisal by Armin Trost, Springer International Publishing
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Author: Armin Trost ISBN: 9783319542355
Publisher: Springer International Publishing Publication: May 2, 2017
Imprint: Springer Language: English
Author: Armin Trost
ISBN: 9783319542355
Publisher: Springer International Publishing
Publication: May 2, 2017
Imprint: Springer
Language: English

This book demonstrates, in detail, why annual performance appraisals might still work in hierarchical environments, but largely fail in agile ones. The annual performance appraisal is one of the world’s most widely used management tools. For many years, it was indeed seen as a pre-requisite for successful leadership and professional management. While most managers and employees have always been sceptical in this respect, those at a strategic level are now also realising it causes more harm than good, and a growing number of leading companies have similarly abolished this approach. One key reason lies in the changing working world, and the quest for greater organisational agility. Companies are moving away from rigid structuring. The arguments are presented objectively but with practical relevance, coherently illustrating the available alternatives for achieving what annual performance appraisals largely have not.

 

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

This book demonstrates, in detail, why annual performance appraisals might still work in hierarchical environments, but largely fail in agile ones. The annual performance appraisal is one of the world’s most widely used management tools. For many years, it was indeed seen as a pre-requisite for successful leadership and professional management. While most managers and employees have always been sceptical in this respect, those at a strategic level are now also realising it causes more harm than good, and a growing number of leading companies have similarly abolished this approach. One key reason lies in the changing working world, and the quest for greater organisational agility. Companies are moving away from rigid structuring. The arguments are presented objectively but with practical relevance, coherently illustrating the available alternatives for achieving what annual performance appraisals largely have not.

 

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