All performance appraisals systems are flawed, they are manipulative, abusive, autocratic, and counterproductive.
—Noe, Human Resources Management, p. 329
When an impartial observer looks at the way most evaluations are conducted, he or she has to conclude that they are biased and unfair.
—Robinson, How to Conduct Employee Performance Appraisals, p. A-2
Organizations tend to change their forms every three to five years, hoping that a new form will solve their problems. Not unsurprisingly, the form is the answer. Almost every organization attempts to evaluate performance—but few really acknowledge the failure of the process.
—Robinson, How to Conduct Employees Performance Appraisals, p. 4
People do not want another form. They do want challenge, trust, a work climate that balances freedom and support, and genuine appreciation for their unique talents and contributions.
—Coens and Jenkins, Abolishing Performance Appraisals, p. xx
Eliminating quantitative ratings makes an incredible difference in the climate of any discussion about performance. It is the key to constructive discussions about work accomplishments.
—Drake, Performance Appraisals, p. 46
Good Managers Create Good Performers
Any individual’s performance is, to a considerable extent, a function of how he (or she) is managed.
—Kohn, Punished By Rewards, p. 129
Performance review is the worst time to give feedback to an employee. You are nervous and the recipient is taking an acid bath. These conditions are not conducive to a productive conversation about performance.
—Maurer, The Feedback Toolkit, p. 12
The best performance review system in the world easily can be brought to its knees by the way an individual manager delivers a review to an employee.
—Deblieux, Performance Appraisal Source Book, p. 27
Individual Vs. System
It has been said that if we put good performers in bad systems, the systems will win every time.
—Ripley, “Improving Employee Performance,” p. 1
A Happy Place
“Pleasure in the job puts perfection in the work.”
—Aristotle
Employees Hate Appraisals
Almost everyone complains about performance evaluations. Employees dislike them because they feel powerless getting a “report card” that is based on arbitrary, confusing, and biased factors.
—Robinson, How to Conduct Employees Performance Appraisals, p. A-1
Multiple Goals and Multiple Conflicts
PA systems fail largely because they are designed with conflicting goals.
—Drake, Performance Appraisals, p. 11
Meaningful Work Second
Enriched jobs and supportive work environments motivate people to strive for good performance.
—Benham, “Performance Appraisal: A Radical View,” p. 159
Future
Focus on the future. The purpose of most performance appraisals is to improve performance—in the future. Get off past events as quickly as possible, and discuss ways you can work together in the future.
—Maurer, The Feedback Toolkit, p. 55
Join the new millennium and leave the appraisal in the past.
—Coens, Abolishing Performance Appraisals, p. 6
The magic comes when two people communicate, break through their problems and obstacles, celebrate their success, and plan for more.
—K. McKirchy
“The time to correct an employee’s mistake is when it happens. Don’t allow an error to become a habit”
McKirchy, 1994, p. 11).
