Such appraisal techniques are very good in theory!! Think of applying these in an environment of specialists, like for example, skilled engineers. Do you think you can keep on removing 10% every year and get a new 10% in? The company will close down. A major organisation in India that I worked for tried this, and gave it up after two years, as they were threatened with a depleted skill base that impacted business. The application of the technique is fraught with biasing factors and impracticability. Companies can apply them where the cannon fodder principle is easy to follow - like in sales, where a sales person can be easily replaced by another sales person, or a non-specialist project manager can be replaced by another non-specialist project manager! And, where it can be and ought to be applied, the 10% principle is almost never applied - that is at the band where non-specialist top executives sit. Most of the waste resides there. This is not only true of India, but across the world.
Something is thought of by Jack Welch, which may be suitable for a certain set of conditions at a certain point in time. To apply that universally is myopic management. Across the world, HR is fond of jargon, and the newer the jargon is, the more enthused HR guys become about it. Any appraisal process should go to fundamentals.Recognise contribution and merit every year, and punish consistent non-performance. Don't get hung up about what Jack or some management guru says icluding percentage
