The End of Performance Appraisal

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