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Introduction

In: The End of Performance Appraisal

Author

Listed:
  • Armin Trost

Abstract

Every year, the same old scene plays out at almost every industry around the world, including Steven’s. Steven is a sales manager at an international automotive supplier. While at the airport waiting to board yet another plane, he checks his emails again. As always, there are too many. One comes from his HR manager, the so-called “HR Business Partner”, responsible for the International Sales division. Subject: Annual performance appraisal. The mailing list is long. It seems all the managers in his area have received the email. Steven can guess what is coming. “Dear manager, I wish to advise you that, as is the case every year, the annual performance appraisals are due to be conducted over the next few weeks. The link below will take you to the relevant forms for your staff members. It is important that all appraisals be completed by the end of January. Please also find attached some guidelines on conducting the annual performance appraisal”. This is followed by the usual motivational phrases about the appraisal’s great relevance in terms of leadership quality, performance culture, professionalism in dealings with employees, and the future of the company. Steven is already familiar with the guidelines from a compulsory training course for all managers. They state that goals must be formulated “SMARTly”, that feedback be given objectively, always starting with the positives, and so on. As he makes his way to his plane, Steven’s mind is racing. His diary is nearly booked up. Yes, appraisals are important. But what’s the purpose of it all? Has it really been a year already? It’ll be a bit difficult with Peter (one of his staff). It’s going to be a lot of work, but I’ll get through it, etc. As he takes his seat on the aeroplane, he quickly sends off an email to his assistant: “Hi Rita, please make one-hour appointments with all 17 staff from our team during the second half of January. Subject: Performance appraisal. More to follow. Thanks and regards, Steven. PS: Don’t forget that you and I also need an appointment ;-)”.

Suggested Citation

  • Armin Trost, 2017. "Introduction," Management for Professionals, in: The End of Performance Appraisal, chapter 1, pages 1-6, Springer.
    • Handle: RePEc:spr:mgmchp:978-3-319-54235-5_1
    DOI: 10.1007/978-3-319-54235-5_1
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