Donald L. Kirkpatrick - How to Improve Performance Through Appraisal and Coaching
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How to Improve Performance Through Appraisal and Coaching
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How to Improve Performance Through Appraisal and Coaching
author
:
Kirkpatrick, Donald L.
publisher
:
AMACOM Books
isbn10 | asin
:
0814457193
print isbn13
:
9780814457191
ebook isbn13
:
9780585039848
language
:
English
subject
Employees--Rating of.
publication date
:
1982
lcc
:
HF5549.5.R3K54 1982eb
ddc
:
658.3/125
subject
:
Employees--Rating of.
Page iii
How To Improve Performance Through Appraisal And Coaching
Donald L. Kirkpatrick
Foreword by James L. Hayes Former President and Chief Executive Officer American Management Association
Page iv
Library of Congress Cataloging in Publication Data Kirkpatrick, Donald L. How to improve performance through appraisal and coaching.
Includes index. 1. Employees, Rating of. I. Title. HF5549.5.R3K54 658.3'125 ISBN 0-8144-5719-3 81-66221 AACR2
1982 AMACOM A division of American Management Associations, New York. All rights reserved. Printed in the United States of America.
This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, 1601 Broadway, New York, N.Y. 10019.
Fifteenth Printing
Page v
FOREWORD
There are some ideas in management whose time comes and goes and comes again, depending on circumstances of economy or fashion. I have in mind such things as direct costing, the most profitable means of inventory valuation, and the eternal shift between centralization and decentralization of authority. There are other ideas whose time is ever present and whose demands for effective practice are immutable. Of these perhaps the most pertinent for all managers anywhere in no matter what type of operationwhether in the public or the private sector, whether in a market or a socialist economyis the need for effective performance appraisal.
The end result of any proper appraisal system, according to Donald L. Kirkpatrick in this extensive treatment of the subject, is to improve performance through a combination of on-the-job coaching, appraisals, counseling sessions, interviews, and performance improvement plans jointly developed by manager and subordinate. Effective communication of expectations and achievements is also necessary. All well and good; few would argue with this philosophy. Why then, we may ask, do good intentions go awry, and why is the system itself so often feared by employees and managers alike?
Kirkpatrick guides us step by step through all the elements of a workable performance improvement program, from both the standpoint of the practicing manager and that of the program's overall administrator. He shows conclusively at each step the logic of the process and the reasons that it will ultimately lead to success. By building up the process in this logical, well-reasoned fashion, he removes the manager's uneasiness about conducting appraisals, and this in turn goes a long way toward relieving the subordinate's apprehensiveness about the whole question of performance improvement. Rather than something to be dreaded and faced up to once a year or so, or a disagreeable duty that must be rushed through by all parties as quickly as possible, performance appraisal and employee coaching are strong, very positive actions. They are perhaps the most important tools that managers can use in their job of getting things done through others.
Kirkpatrick points up some fresh techniques in performance appraisal and improvement. One of the most important is what he calls "significant job segments"
Page vi
and their role in appraisal. He also includes advice and comments from successful athletic coaches and points out the similarities in approach between coaching professional athletes and coaching employees.
Significant job segments are those seven or eight major factors that must be evaluated by the manager in any appraisal interview. They have the virtue of focusing attention on results rather than on some such irrelevancy as personality. They also serve to eliminate the less crucial or repetitive elements in a job so that the manager and employee can concentrate on achievement and improvement, not isolated instances of superior or mediocre performance.
The significant job segments describe what is done. And so they lead to standards of performance, which describe for the boss and the employee how well the job must be done. By describing the proper use of performance standards, Kirkpatrick achieves possibly his greatest contribution in his valid and forceful presentation. For it is through standards of performance that the employee understands what he or she is expected to accomplish. Standards also permit the manager to evaluate performancenot hearsayand plot a path for the employee's improvement and development. As few other ideas or systems have done, performance standards help the manager to eliminate bias and prejudice in evaluating performance. What a powerful managerial tool these standards are, benefiting both the organization and the individual. Kirkpatrick shows us exactly how they are developed and administered.
But despite all the correct form and procedures, a mechanical, routinized, robotlike approach can rob even the best evaluation programs of their effectiveness. Performance appraisal as described in this book extends beyond the formal interview. When most productive and decisive, it is really a day-to-day concern with people. It is helping people set their goals and then helping them to achieve those goals. It is being available when needed. It is daily communication of expectations and feedback on results. It is on-the-job coaching in new areas of endeavor and counseling in weak areas of performance. It is concern with people and helping them grow. Helping people improve their performance and watching them develop are the rewards that effective managers cherish most. This book will provide some practical ideas and approaches to help managers improve their effectiveness in these areas.
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