Performance without Appraisal: Build Feedback into the System
At the start of my series on Performance without Appraisal, I listed the goals that organizations hope to achieve with annual performance appraisals and so-called performance management systems:improve individual performanceimprove organizational resultsdetermine pay/promotionThese are legitimate concerns.The data shows, and my experience tells me, that annual appraisals fail miserably with the first two goals. The ratings and rankings that come out of reviews may provide justification (or cover) for so-called merit pay and bonuses--but

Perfomance without Appraisal Part III
In my previous two posts on Performance without Appraisal, I addressed two of the basic assumptions behind rating, ranking, evaluations, and so-called performance management systems.Here's the third: Improving individual skills is the best way to improve organizational performance.Fact:As we've seen in the first two installments, rating, ranking, and evaluations can damage teamwork, erode trust, and lead to disengagement.None of those are good for individual or organizational performance. But it's worse that that. Kurt Lewin put it this way: P= f(p,e) Performance is