Coens, T., & Jenkins M.
(2000).
Abolishing Performance Appraisals: Why They Backfire and What to Do Instead.
In the introduction to the book, subtitled "Letting Go of a Hopeless Ritual", the authors include the following quotation: "The world will not be saved by old minds with new programs. If the world is saved, it will be saved by new minds—with no programs."
The authors argue that appraisal ratings produce "unintended consequences—the insidious, destructive, and counterproductive effects of giving people ratings about their work performance. Whether accurate or not, people are psychologically affected by ratings. And except for people rated at the highest end of the scale, the impact is usually negative and consequently counterproductive to the cause of improving performance." (p. 69)
Bassman, E. S.
(1992).
Abuse in the Workplace: Management Remedies and Bottom Line Impact.
"Certain conditions are necessary for creativity to flourish, one of which is the time to play with ideas while in an open mode of thinking: relaxed, expansive, less purposeful, more contemplative (Cleese 1991). Organizationally, this translates into administrative slack. Peter Drucker relates a company's ability to innovate to the amount of administrative slack it provides in its daily operations ('Creativity in Danger' 1991)." (p. 149)
O'Neil, J., Yorks L., & Marsick V. J.
(2007).
Action Learning.
"We thus define action learning as follows:
'An approach to working with and developing people that uses work on an actual project or problem as the way to learn. Participants work in small groups to take action to solve their problem and learn how to learn from that action. Often a learning coach works with the group in order to help the members learn how to balance their work with the learning from that work.'" (p. 3)
Handy, C.
(1998).
The Age of Unreason.
"Organizations are not by nature forgiving places. Mistakes are magnified by myth and engraved in reports and appraisals, to be neither forgotten nor forgiven. Organizational halos are for sinners as well as saints and last for a long time. The new manager must be a different manager. He, and increasingly she, must use what, in psychological jargon, is called reinforcement theory, applauding success and forgiving failure; he or she must use mistakes as opportunities for learning, something only possible if the mistake is truly forgiven because otherwise the lesson is heard as a reprimand, not an offer of help...The new manager has to be a teacher, counselor, and friend, as much as or more than he or she is commander, inspector, and judge." (p. 131)
Fuller, R. W.
(2006).
All Rise: Somebodies, Nobodies, and the Politics of Dignity.
"A fundamental characteristic of a healthy work culture is that everyone, regardless of rank, exhibits a questioning attitude. The freedom to challenge any action, any condition, and any assertion cannot be maintained in an environment laced with rankism. Only by continually demonstrating respect for all opinions and those who hold them will an environment be maintained in which a spirit of inquiry can thrive." (p. 54)
Fallon, W.
(1993).
AMA Management Handbook.
"Scott and Hart indicate in Organizational America (Houghton Mifflin, 1979) that unfortunately the degree to which we deny our innate human nature may have already thrown open the door to domination of most Americans by organizational imperatives."
Francis, L. P., & Silvers A.
(2000).
Americans with disabilities : exploring implications of the law for individuals and institutions.
"The key mediating concept here is self-respect. Suppose we agree with Rawls that self-respect is a vital primary good, something of great importance that any rational person is presumed to want. Now, given actual human psychology, self-respect is—to a considerable degree—dependent on other people's affirmation of one's own worth. And in modern advanced societies, employment, earnings, and professional success are, for better or worse, positively correlated with social assessments of an individual's value. Further, beyond the reactions of other people, work and career identifications form significant parts of some people's conceptions of themselves and their own worth; hence these identifications may contribute directly to the creation and sustenance of self-respect, and their absence will frequently have the opposite effect." (p. 179)