ABOLISHING PERFORMANCE APPRAISALS --- WHY THEY BACKFIRE
AND WHAT TO DO INSTEAD by Tom Coens and Mary Jenkins
(Forward by Peter Block). Berrett-Koehler Publishers, 2000
    FORWARD by PETER BLOCK (pxiii-xvi)

    PREFACE (pxvii-xviii)

    ACKNOWLEDGMENTS (pxix-xxi)

    INTRODUCTION --- Letting go of a hopeless ritual! (p1-8)

      Though "abolishing appraisal" is the theme of this book, you or your organization may not choose abolishment. If you CHOOSE to stay with appraisal, at the very least, this book will enable you to better understand what you are doing and why you are doing it!

      [1] The legacy of appraisal (p3-4)

      [2] What this book is not about (p4-6)

      [3] Then what is this book about? (p6-7)

      [4] Getting to the "instead" (p6-7)

      [5] A road map (p7-8)

    PART 1 --- WHY APPRAISALS BACKFIRE --- THE FATAL FLAWS (p9-70)

      1) Good intentions that never deliver (p11-31)

        [1] What do we mean by "Performance Appraisal?" (p12-15)

        [2] The intentions and purposes of appraisal (p15-17)

        [3] Do appraisals work? (p17-18)

        [4] Why do we hang onto a process that does not work? (p18-19)

        [5] Why appraisals fail --- its underlying assumptions (p20-24)

        [6] Generally applicable assumptions of appraisal (p24-26)

          (1) Have you had this experience? (p26-27)

          (2) People want to know and need to know where they stand, and appraisals tell people where they stand. (27-29)

          (3) The organization and the supervisor are responsible for individual employees' morale, performance, and development. (p30)

        [7] Conclusion = The way we think greatly impacts and shapes the outcome of our endeavors! (p30-31)

          (1) Much of our thinking is unconscious and invisible, yet it profoundly affects every aspect of organizational life --- our work methods, practices, policies, strategic planning, and any changes we try to implement. (p30)

          (2) Until we gain a CLEAR UNDERSTANDING OF OUR THINKING we cannot effect the transformational change we desire. (p30-31)

          "If you want to really TRANSFORM your organization's structure and leadership, you have to CHANGE the thinking behind your thinking!

          QUOTE = Danah Zohar quote (p31)

        [8] Review of chapter assumptions (p31)

      2) The real goal --- improving the performance of the organization (p33-51)

      3) Appraisal as a rating tool --- fair or foul? (p53-70)

    PART 2 --- WHAT TO DO INSTEAD --- FIVE FUNCTIONS OF APPRAISAL (p71-253)

      4) FUNCTION 1 --- Coaching employees in the new workplace (p73-114)

      5) FUNCTION 2 --- Feedback that makes a difference (p115-152)

      6) FUNCTION 3 --- How do we pay people without appraisals? (p153-186)

        [1] FUNCTION 4 --- Promote and provide interesting work (p183-185)

          (1) Give people freedom and choices in their work (p183)

          (2) Offer people challenges (p183-184)

        [2] FUNCTION 5 --- Create a climate of people working together (p184-185)

        [3] Conclusion --- The dynamics of people, money and motivation are too complex to fully understand.

          However, if your organization takes time to CLARIFY what it is trying to achieve and BUILDS from healthy underlying assumptions, it can CREATE more effective compensation practices and a POSITIVE work environment. (p185)

        [5] Review of chapter assumptions (p185-186)

      7) Staffing, promotions, and development (p187-222)

      8) Dispelling the legal myths and dealing with poor performers (p223-253)

    PART 3 --- HOW TO GET THERE --- THE TRANSITION TO ALTERNATIVES (p255-302)

      9) Disconnecting appraisal and designing alternatives (p257-281)

      10) Creating consensus and confidence for change (p283-302)

    CONCLUSION --- Free at last! (p303-305)

    APPENDIX --- Summary/Synopsis of the book --- What to do instead of appraisal (p306-307)

    WHAT THE SAGES SAY --- On performance appraisal and related issues (p308-310)

    FURTHER READING AND RESOURCES (p311-314)

    NOTES (p315-326)

    INDEX (p326-336)

    ABOUT THE AUTHORS (p337-338)

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