Title Page -- Copyright Page -- What People Are Saying About Abolishing Performance Appraisals -- Foreword -- Preface -- Preface to the Paperback Edition -- Acknowledgments -- Special Acknowledgments from Tom Coens -- Special Acknowledgments from Mary Jenkins -- Introduction Letting Go of a Hopeless Ritual -- The Legacy of Appraisal -- What This Book is Not About -- Then What is This Book About? -- Getting to the "Instead" -- A Road Map -- Part One Why Appraisals Backfire: The Fatal Flaws -- 1 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 -- Conclusion -- Review of Chapter Assumptions -- 2 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 -- Conclusion -- Review of Chapter Assumptions -- 3 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 -- Conclusion -- Review of Chapter Assumptions -- Part Two What to Do Instead: Five Functions of Appraisal -- 4 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 -- Conclusion -- Review of Chapter Assumptions -- 5 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-Alternatives With Too Many Drawbacks -- Feedback Without Appraisal-What to Do Instead -- Case Study General Motors-Powertrain Division -- Conclusion -- Review of Chapter Assumptions -- 6 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 -- What About Abolishing Appraisal With Merit Pay? -- A Little Advice About Changing Pay Practices -- What to Do Instead-Motivation -- Conclusion -- Review of Chapter Assumptions -- 7 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 -- Appraisal and Employee Growth and Development -- Alternative Approaches to Development and Growth -- Career Management and Mandated Development -- Appraisal and Career Track Advancement -- ■Appraisal In Making Layoffs and Downsizing Decisions -- Conclusion -- Review of Chapter Assumptions -- 8 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.

Appraisal As a Counseling Tool for Poor Performers -- Dealing With Problem Employees -- Conclusion -- Review of Chapter Assumptions -- Part Three How to Get There: The Transition to Alternatives -- 9 Disconnecting Appraisal and Designing Alternatives -- Overview of the Design Process -- Quick Overview of Initial Steps -- Step 1: Assess the Need for Change -- Step 2: Get a Charter from Top Management -- Step 3: Form a Design Team -- Step 4: Look At the Past-A Critical Step -- Step 5: Revisit and Clarify the Overall Objective -- Step 6: Build from a New Set of Assumptions -- Step 7: Begin the Process of Design -- 10 Creating Consensus and Confidence for Change -- Overview of Remaining Steps -- Step 8: Devise a Communication and Educational Strategy -- Step 9: Gather Feedback from Stakeholders -- Step 10: Refine the Design -- Step 11: Get Another Blessing -- Step 12: Complete the Design and Devise an Implementation Strategy -- Case Study Electronic Data Corporation (EDS)- Working Within Corporate Mandates -- Step 13: Plan a Pilot -- Case Study the Perils of Going for the Whole Enchilada -- Step 14: Unveil the Final Design -- Step 15: Educate and Train On the Alternative Systems -- Step 16: 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 On Performance Appraisal and Related Issues -- Kelly Allan -- Dr. Michael Beer -- Philip Crosby -- Dr. W. Edwards Deming -- Dr. William Glasser -- David H. Maister -- Douglas McGregor -- Peter Scholtes -- Margaret Wheatley and Myron Kellner-Rogers -- Further Reading and Resources -- On Alternative Approaches Generally -- Appraisals and Their Effects On the Organization and People -- Communication -Alternative Models -- Designing New HR Systems -- Employee Development Tools and Resources -- Feedback.

Legal Documentation -- Organizational Change -- Motivation -- Systems Theory and Emerging Organizational Models -- Notes -- About the Authors -- Index.