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The End of Performance Appraisal

A Practitioners' Guide to Alternatives in Agile Organisations

  • Armin Trost

Part of the Management for Professionals book series (MANAGPROF)

Table of contents

  1. Front Matter
    Pages i-x
  2. Armin Trost
    Pages 1-6
  3. Armin Trost
    Pages 177-178
  4. Back Matter
    Pages 179-185

About this book

Introduction

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.

 

Keywords

Performance management Agility Performance review Competence evaluation KPIs Target setting HRM Tools Career preferences Performance goals Retention measures Turnover risk

Authors and affiliations

  • Armin Trost
    • 1
  1. 1.TübingenGermany

Bibliographic information

  • DOI https://doi.org/10.1007/978-3-319-54235-5
  • Copyright Information Springer International Publishing AG 2017
  • Publisher Name Springer, Cham
  • eBook Packages Business and Management
  • Print ISBN 978-3-319-54234-8
  • Online ISBN 978-3-319-54235-5
  • Series Print ISSN 2192-8096
  • Series Online ISSN 2192-810X
  • Buy this book on publisher's site
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