國立虎尾科技大學 |

The end of performance appraisal = a practitioners' guide to alternatives in Agile Organisations /

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The end of performance appraisal/ by Armin Trost.
Reminder of title:	a practitioners' guide to alternatives in Agile Organisations /
Author:	Trost, Armin.
Published:	Cham :Springer International Publishing : : 2017.,
Description:	x, 185 p. :ill., digital ; : 24 cm.;
Contained By:	Springer eBooks
Subject:	Employees - Rating of. -
Online resource:	http://dx.doi.org/10.1007/978-3-319-54235-5
ISBN:	9783319542355

The end of performance appraisal = a practitioners' guide to alternatives in Agile Organisations /
Trost, Armin.

The end of performance appraisala practitioners' guide to alternatives in Agile Organisations /[electronic resource] :by Armin Trost. - Cham :Springer International Publishing :2017. - x, 185 p. :ill., digital ;24 cm. - Management for professionals,2192-8096. - Management for professionals..

Introduction -- The Annual Performance Appraisal System -- Who Are the Customers of Performance Appraisals? -- Relevant Framework Conditions of Performance Appraisals -- Possibilities and Limits of Traditional Performance Appraisals -- Better Alternatives to Performance Appraisal in an Agile Context -- Conclusion and Final Remarks.

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.

ISBN: 9783319542355

Standard No.: 10.1007/978-3-319-54235-5doiSubjects--Topical Terms:

558109
Employees
--Rating of.

LC Class. No.: HF5549.5.R3 / T76 2017

Dewey Class. No.: 658.3125

The end of performance appraisal = a practitioners' guide to alternatives in Agile Organisations /
LDR:02307nam a2200325 a 4500 001 885166
003 DE-He213
005 20170502072949.0
006 m d
007 cr nn 008maaau
008 180530s2017 gw s 0 eng d
020 $a 9783319542355 $q (electronic bk.)
020 $a 9783319542348 $q (paper)
024 7 $a 10.1007/978-3-319-54235-5 $2 doi
035 $a 978-3-319-54235-5
040 $a GP $c GP
041 0 $a eng
050 4 $a HF5549.5.R3 $b T76 2017
072 7 $a KJMV2 $2 bicssc
072 7 $a BUS030000 $2 bisacsh
082 0 4 $a 658.3125 $2 23
090 $a HF5549.5.R3 $b T857 2017
100 1 $a Trost, Armin. $3 1142187
245 1 4 $a The end of performance appraisal $h [electronic resource] : $b a practitioners' guide to alternatives in Agile Organisations / $c by Armin Trost.
260 $a Cham : $c 2017. $b Springer International Publishing : $b Imprint: Springer,
300 $a x, 185 p. : $b ill., digital ; $c 24 cm.
490 1 $a Management for professionals, $x 2192-8096
505 0 $a Introduction -- The Annual Performance Appraisal System -- Who Are the Customers of Performance Appraisals? -- Relevant Framework Conditions of Performance Appraisals -- Possibilities and Limits of Traditional Performance Appraisals -- Better Alternatives to Performance Appraisal in an Agile Context -- Conclusion and Final Remarks.
520 $a 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.
650 0 $a Employees $x Rating of. $3 558109
650 1 4 $a Business and Management. $2 eflch $3 934826
650 2 4 $a Human Resource Management. $3 784571
650 2 4 $a Industrial and Organizational Psychology. $3 1113249
650 2 4 $a Business Strategy/Leadership. $3 796119
710 2 $a SpringerLink (Online service) $3 593884
773 0 $t Springer eBooks
830 0 $a Management for professionals. $3 881670
856 4 0 $u http://dx.doi.org/10.1007/978-3-319-54235-5
950 $a Business and Management (Springer-41169)