e-Book Get Rid of the Performance Review!: How Companies Can Stop Intimidating, Start Managing--and Focus on What Really Matters download

e-Book Get Rid of the Performance Review!: How Companies Can Stop Intimidating, Start Managing--and Focus on What Really Matters download

by Lawrence Rout,Samuel A. Culbert

ISBN: 044655605X
ISBN13: 978-0446556057
Language: English
Publisher: Business Plus; 1 edition (April 14, 2010)
Pages: 256
Category: Management and Leadership
Subategory: Work and Money

ePub size: 1613 kb
Fb2 size: 1832 kb
DJVU size: 1122 kb
Rating: 4.3
Votes: 371
Other Formats: azw lrf azw mbr

One person found this helpful.

How Companies Can Stop Intimidating, Start Managing-and Focus on What Really Matters by Samuel A. Culbert and . Culbert and Lawrence Rout. News, author interviews, critics' picks and more. by Samuel A.

I recommend this book who want to improve performance, want to healthy competition, collaboration etc. You weren't managing, you were intimidating. It should the goal to create an environment in which all parties feel safe enough to be honest with one another.

Unfortunately, at most companies, it is both ineffective and unnecessary. As you read the book, you can tell Dr. Culbert is very passionate about this subject.

Samuel A. Culbert, Lawrence Rout. Hardback or Cased Book

Samuel A. Hardback or Cased Book. Seller Inventory BBS-9780446556057.

How Companies Can Stop Intimidating, Start Managing and Focus on What Really Matters. It also explains how telling it straight contributes to personal well-being and business success View. Coping With the Stresses of Travel as an Opportunity for Improving the Quality of Work and Family Life.

Published on. Have a confidential tip for our reporters? Get in touch. Before it's here, it's on the Bloomberg Terminal.

He is curretnly Professor of Management at UCLA Anderson School of Management. 6 April 2010 ·. knowhr. KnowHR is a nationally syndicated human resources and communications blog published daily by iFractal, a Philadelphia-based HR consulting company.

How Companies Can Stop Intimidating, Start Managing–and Focus on What Really Matters. In his writing, Culbert calls them corporate theatre, as well as a sham, a facade, immoral and intimidating. In the podcast, we talk about the problems and alternatives to this common management practice. Recent articles by Prof. Culbert, via my blog posts

The performance review. It is one of the most insidious, most damaging, and yet most ubiquitous of corporate activities. We all hate it. And yet nobody does anything about it. Until now... Straight-talking Sam Culbert, management guru and UCLA professor, minces no words as he puts managers on notice that -- with the performance review as their weapon of choice -- they have built a corporate culture based on intimidation and fear. Teaming up with Wall Street Journal Senior Editor Lawrence Rout, he shows us why performance reviews are bogus and how they undermine both creativity and productivity. And he puts a good deal of the blame squarely on human resources professionals, who perpetuate the very practice that they should be trying to eliminate. But Culbert does more than merely tear down. He also offers a substitute -- the performance preview -- that will actually accomplish the tasks that performance reviews were supposed to, but never will: holding people accountable for their actions and their results, and giving managers and their employees the kind of feedback they need for improving their skills and to give the company more of what it needs. With passion, humor, and a rare insight into what motivates all of us to do our best, Culbert offers all of us a chance to be better managers, better employees and, indeed, better people. Culbert has long said his goal is to make the world of work fit for human consumption. "Get Rid of the Performance Review!" shows us how to do just that.
Samuel Culbert's book is as direct and disruptive as its title, and yet his examples and logic lead to a compelling alternative to the tired, demoralizing practice of performance reviews as so many of us endured them - whether administering or receiving them. His model of ongoing, collaborative coaching and supervisory (two-way) feedback offers a framework for every organization to build on the strengths of both the front line and the leadership team as a team, no longer pitted against one another as judge and defendant. I would recommend it for anyone who has ever wanted to follow the advice of this provocative title while making their organization more competitive and ultimately developing the collective competence of everyone involved. Shared metrics and performance standards, a code of conduct, externally derived feedback from customers, and financial results can all replace this practice with energizing alternatives to reward and retain the best talent. Culbert is right: performance reviews are a dreaded exercise too often used to rationalize unpaid raises and bonuses or worse, the failure to generate a bonus pool from low morale in the first place. They should be abandoned, once and for all.

This was the first book on this topic that I read. Dr. Culbert presents a clear case against the effectiveness of traditional performance reviews. As I read the book I resonated with his observations regarding what the performance review was really all about (power grab, command and control, etc.) The alternative that he proposes is actually an undeveloped concept; the Performance Preview. Recently there have been several fully developed alternatives that have appeared in print. I found the alternative that worked best for my situation (a large group of physicians) in the writings of another author. Dr. Tim Baker's The End of the Performance Review proposes a fully developed roadmap for implementing a "performance preview" as proposed by Dr. Culbertson. We are in the process of implementing it. Dr. Culbert's book is the manifesto that motivates to action. Dr. Culbert's words clearly made the argument that encouraged me to look for something to replace the Performance Review.

This book has a relevance to the current jobs crisis. Employers' practice of not hiring the unemployed in favor of the already employed may well be a legacy of the performance review-ranking system which corporations use to evaluate employee performance. Samuel A. Culbert's 2010 book, "Get Rid of the Performance Review," describes management's charge to rank employees in a "forced bell curve" comprising 20% most effective, 70% effective, and 10% least effective, in which the bottom group faces termination within one year. This may seem fair until one learns that the group being ranked is usually a group of homogeneously high performers such that a scientifically-based measurement of their performance distribution could not be honestly fitted by a bell-curve, hence Professor Culbert's use of "forced bell curve" and of management's "search for failure," meaning that management has not done its job until it finds candidates for the bottom peer group. And employees showing the most independence and initiative are usually at the highest risk. Milton said it best,

"Who first seduced them to that foul revolt?
The infernal serpent; he it was, whole guile
Stirred up with envy and revenge, deceived
The mother of mankind, what time his pride
Had cast him out from heaven, with all his host
Of rebel angels, by whose aid aspiring
To set himself in glory above his peers...."

Without a doubt the first employees to be laid off - to to asked to leave the company, to be cast out from heaven - are the bottom 10%, which may be why the unemployed in search of a job are lepered by employers.

This is "management science" run amok. There is a chain of ranked employees from 1 to N, and one can find out what one's "little n" number is by asking his boss. An employee can move up from position n to position n+1 only if the person already occupying position n+1 is moved down to position n. This ranking is done in slave-mart style by bosses in ranking sessions bidding up or down employees who are not present and who are known only to his or her immediate boss and usually not at all to the other bosses. It is understood that one's immediate boss lobbies for his own people, whether with a wink or not. Thus the bosses' own status, personal strength, and mud-pot perceptions of job importance at a given time - all play a role in where an employee winds up on the chain.

Anyone can peruse a text on statistics, even one published in a business context, and find a diversity of mathematically-known statistical distributions, among which is the bell-curve distribution, whose central limit theorem states that the sum of a large number of random variables is distributed about a single mean value. But usually in employee ranking the number of "random variables" - think employees being ranked - is not large and is not random but homogeneous. If management science really was a science, managers would have to work hard to measure the true distribution of employee performance, which probably would not fit one of the analytically-known textbook examples.

Lots of information why the traditional annual performance review process is horribly flawed, but not so much practical advice on what to do to replace them OR sell the process to your organization.

This is a provocative "screed" that has received some attention in the management press (thanks in part, I suspect, to the fact that the co-author is on the staff of the Wall Street Journal). The case against traditional performance reviews is that they have effectively become tools of intimidation rather than authentic ways of helping improve performance. By eliminating them, and more importantly by changing the dynamic from superior/subordinate to leader/contributor, mistakes become opportunities to learn rather than occasions for punishment. That's a critical re-frame, in my opinion, and worth wading through the exaggerations to get to.

For everyone who gave it 4 stars and up, I have to ask, did we all read the same book?

Here's the issue (and a handful of other reviews mention it but they're drowned out by the positive reviews) THE WHOLE BOOK CAN BE CONDENSED INTO TWO CHAPTERS max.

It is not until you get to page 143 that the author starts talking about his alternative to the PR. Seriously, come on.. If we are reading this book, it's because we are looking for an alternative. I don't need 140+ pages for you to bash on the PR - we get it, it doesn't work, got it, let's move on.

So frankly, if you want to read it - just skip the rest and read chapters 7 & 8. The first six are a complete waste of time. You do not get anything out of it other than a rehash of things you know already - PR as they are done today are not very effective.

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