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PERFORMANCE APPRAISAL PROBLEMS

"The Imperial Rater seldom rates men according to their merits,
but always according to his likes and dislikes."
Wei Dynasty, circa 287 A.D.

OBSERVATIONS:

  1. Work is tied to many systems and processes. Evaluations focus on individuals as if the individual can be appraised apart from the system.

  2. Most work is the product of a group of people. Evaluating an individual requires a pretense that the individual is working alone. Result: encouragement of "lone ranger" or divisiveness.

  3. Performance evaluation presumes consistent, predictable systems. Systems/processes are subject to constant changes--unpredictable.

  4. Performance evaluation requires a process of appraisal that is objective, consistent, dependable and fair.

  5. Performance evaluation encourages mediocrity by rewarding "safe" behavior as opposed to risk-taking and self challenge.

  6. Performance evaluation pressures employees to work around systems rather than improve them.

  7. Performance evaluation inevitably demoralizes, creates losers or cynics. (Self esteem or self image at risk.)

  8. Performance evaluation provides feedback distorted by evaluator bias on events that are usually beyond the employee's ability to control. Credible feedback is usually too little too late.

  9. Using performance appraisal as a basis for reward is a mistake. Employee's income becomes dependent on capricious factors well beyond their ability to influence.

  10. Don't use performance appraisal as protection from discrimination problems. Performance appraisal gives only the appearance of an equitable, objective system. It is neither; and therefore, it is indefensible.

The conventional performance evaluation system is more like a lottery than an objective observation process. It is distorted by evaluator bias and more often reflects the unpredictability and instability of the organization's systems. And those who promote these activities labor under the mistaken belief that they are achieving a true discernment of an employee's achievement. Meanwhile, low-rated employees, sharing in this mistaken belief, feel disheartened and bear undeserved personal guilt. Those rated high, also sharing the same belief, take undeserved personal credit. Many employees are skeptical of the evaluation results and even more skeptical of the competence of those managers who indulge in such futilities.

For more information please contact John G. Brau, SPHR at: JohnB

The Quorum Group
John G. Brau, SPHR
P.O. Box 2121
Alvin, Texas 77512-2121
Tel.: 281-393-1100
Email: JohnB



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Last Update: September 02, 2008