He can then outline the strengths and weaknesses of these reviews, before he provides an explanation of the fixes he would use to change the outcome and perceived lack of interest in performance management. Rudman also gives a very brief explanation of the complaints managers in the UK have of employee performance reviews, stating they take up too much time. Rather than lead in with very few statistics, Rudman should dedicate a chapter to this, and instead begin the book with dynamic testimonies by people that use his system and find it works. The goal is to entice and encourage the reader to continue pursuing the end result. Rudman may have much to say, but he is not a good salesman.

Potential Effects of Fixes

Rudman would benefit by implementing a few style changes and by adding more empirical evidence in a stand-alone chapter so the reader can refer to this information where appropriate, allowing proof of Rudman's very strong claims made throughout the work. If his system does indeed do all that the author suggests, he would benefit by providing the reader with information proving this somewhere near either the beginning or the end of the book. By restructuring the book as described in the paragraph preceding, the author would provide the reader a clearer picture of how managers are currently using appraisals, where they use them and why they do not work. He could also establish greater credibility by providing evidence that his system does work. This...

Much of the best work incorporates some storytelling element to it. Rudman has the opportunity to include this at the start of his book but fails to do so.
Potential Effects of Book's Publication

The people most likely to benefit from this work include managers, organizations and students interested in learning about the pros and cons of performance appraisals. If Rudman's system is compared to other systems by students, the student is much more likely to gain a clear picture of how performance review systems can help or harm the manager, the organization and the employee that uses them. Rudman presents many ideas including the idea of team performance reviews, and provides his interpretation of how they can best be utilized in the organizational setting. If each organization takes this information and develops a review that reflects their own needs and culture, it is likely they will realize positive outcomes. In this respect, despite any criticisms offered, Rudman does a fairly good job of providing an overview of many successful approaches and types of performance review systems.