Abstract
Anyone who examines annual performance appraisals more intensively, reads books about it, attends seminars, or consults various advisors will quickly get the impression that there’s just one right approach. Critical literature, on the other hand, often questions the fundamental benefit of this instrument in a rather polarising manner. But there’s no “one best way”, nor should annual performance appraisals be viewed as cure-alls or be flatly demonised across the board. We need to look into an organisation more closely, and understand relevant framework conditions.
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Notes
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I described these approaches in detail in my book “Talent Relationship Management” (Trost, 2014).
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Trost, A. (2017). Relevant Framework Conditions of Performance Appraisals. In: The End of Performance Appraisal. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-54235-5_4
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