Summary of Abolishing Performance Appraisals

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Abolishing Performance Appraisals book summary


7 Overall

8 Applicability

7 Innovation

6 Style


Tom Coens and Mary Jenkins pull no punches: They hate performance appraisals. They explain why in their book, which also traces the development of the appraisal method and analyzes why companies have stuck with a tool that simply doesn’t work. Although the authors tend to redundancy, their writing is clear and engaging, and they support their message with passages from major business leaders, scholars, consultants and researchers. Old hands might view their suggested alternatives as pie-in-the-sky solutions to employee management and motivation, but recommends this book to optimistic managers who believe that there must be a better way.

In this summary, you will learn

  • The common failings of traditional performance appraisals and the damage that they can do to organizations;
  • Alternative methods for measuring the performance of an organization and motivating employees to work productively and to improve their skills.

About the Authors

Tom Coens a labor and employment law attorney and organizational trainer, has 30 years of experience in human resources, quality management and labor law issues. He has done training with hundreds of organizations. Mary Jenkins is founder of Emergent Systems, a consulting firm that assists in developing progressive human resources systems. Her clients have included Saturn, Shell Oil, Kodak, Compaq, Oldsmobile, and the U.S. General Accounting Office.



Performance Appraisals Don’t Work
If you are a manager charged with evaluating the performance of a workforce, ask yourself the following questions: Why do you use performance appraisals? Do they accomplish your intended goals? What are their real effects...

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