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.
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