Quotes in performance appraisal

Performance appraisal is that occasion when once a year you find out who claims sovereignty over you.

More quotes by   Peter Block view quote details

Leaders need to understand that there is no good way to do performance appraisal. It is inherently the wrong thing to do. Leaders need to know what is wrong with performance appraisal and what to do instead.


Managers don't like giving appraisals, and employees don't like getting them. Perhaps they're not liked because both parties suspect what the evidence has proved for decades: Traditional performance appraisals don't work.
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The most basic problem is that performance appraisals often don't accurately assess performance.
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Possibly the biggest issue, however, is that performance appraisals focus managers' attention on precisely the wrong thing: individual people. As W. Edwards Deming, the father of the quality movement, taught a long time ago, company performance often results more from variations in systems than from the individuals doing the work.


Good execution of performance appraisal is not the solution. More people are realizing that improving how performance appraisal are done is an attempt to do the wrong thing better. If you insist on doing the wrong thing, I suppose you might as well do it better but how about just not doing the wrong thing at all?

More quotes by   John Hunter view quote details

the system that people work in and the interaction with people may account for 90 or 95 percent of performance.


The idea of a merit rating is alluring. The sound of the words captivates the imagination: pay for what you get; get what you pay for; motivate people to do their best, for their own good.

The effect is exactly the opposite of what the words promise.


The idea of a merit rating is alluring. The sound of the words captivates the imagination: pay for what you get; get what you pay for; motivate people to do their best, for their own good.

The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or tries to, for his own good, on his own life preserver. The organization is the loser.

The merit rating rewards people that conform to the system. It does not reward attempts to improve the system. Don’t rock the boat.


A company could put a top man at every position and be swallowed by a competitor with people only half as good, but who are working together.


Best efforts are essential. Unfortunately, best efforts, people charging this way and that way without guidance of principles, can do a lot of damage.


The merit rating nourishes short-term performance, annihilates long-term planning, builds fear, demolishes teamwork, [and] nourishes rivalry and politics. It leaves people bitter, crushed, bruised, battered, desolate, despondent, dejected, feeling inferior, some even depressed, unfit for work for weeks after receipt of rating, unable to comprehend why they are inferior. It is unfair, as it ascribes to the people in a group differences that may be caused totally by the system that they work in.