Conclusion and Final Remarks

Abstract

This book started off with the simple idea of managers discussing the basics with their employees away from everyday work as part of annual performance appraisals. It soon became clear that what initially comes across as a harmless meeting is actually a complex, integrated and institutionalised system consisting of target agreement, evaluation of performance, skills and potential, and much more. Experience has shown that the employees and managers involved do not always view this meeting favourably. The system sometimes even meets with fierce resistance, which some HR professionals often attribute to the relevant players’ supposed management incompetence. The aim of this book was to show that this resistance or lack of understanding should be taken seriously. There is a very high risk of the annual performance appraisal as a system conflicting directly with the existing or desired framework conditions. While it has chances of surviving at strictly hierarchical organisations, it remains well below expectations in a modern, agile work environment.