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Get Rid of the Performance Review!: How Companies Can Stop Intimidating, Start Managing--and Focus on What Really Matters Hardcover – April 14, 2010
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From Publishers Weekly
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
About the Author
Larry Rout is an editor at the Wall Street Journal. It was he who wrote the original explosive article about Culbert's views on performance reviews.
- Item Weight : 15.6 ounces
- Hardcover : 256 pages
- ISBN-13 : 978-0446556057
- Product Dimensions : 6 x 0.75 x 9 inches
- ISBN-10 : 044655605X
- Publisher : Business Plus; 1st Edition (April 14, 2010)
- Language: : English
- Best Sellers Rank: #1,292,533 in Books (See Top 100 in Books)
- Customer Reviews:
Top reviews from the United States
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"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.
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.
Top reviews from other countries
I may not even implemented the solutions offered in this book, but by understanding where the damage comes from I'm certainly going to drop traditional performance reviews and solve the needs in another way.