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This is an outstanding book written by two business and engineering Stanford professors. Analyzing modern management practices using surveys and studies, they debunk many of modern management practices. According to their studies, pay-for-performance does not work. Companies that had the widest range of pay scale between top and bottom performers also suffered the poorest financial results. So, pay-for-performance does not translate into superior stock performance. Similarly, forced ranking where employees performances are clustered in three different buckets (top 20%, middle 70%, and bottom 10%) where the weakest bucket is expectedly weeded out does not work either. Companies using this system have been plagued with an employee force with low morale, high turnover, and low productivity.