Performance Review Perceptions

What do most employees believe about performance reviews impacting the quality of their work?

Most surveys have revealed that most employees believe that performance reviews do not inspire them to improve. According to Gallup, only 14% of employees believe that performance reviews help them to improve. Traditional performance reviews are always bad since they make performance worse than before (Sutton & Wigert, 2019). Performance reviews could lead to a drop in performance when managers insist on carrying out performance reviews when they have not been giving regular feedback to employees. Ironically, a performance review is an expensive and time-wasting exercise, yet it can drop performance (Janove, 2021). The best performance review should encourage frequent, meaningful manager/employee conversation. This can only be achieved in an organization with a performance management system that embraces a culture of honesty (Sutton & Wigert, 2019). A culture of openness is where managers and employees have a standard definition of excellence. Employees also believe that a frequent, honest conversation helps open the possibility known as “radical candor,” which is simply the ability to address uncomfortable truths.

Organizational managers fail to hold a frank conversation; the result is managing unhappy employees. In this case, employees continue receiving false encouragement and praise. Good managers are those who have effective coaching conversations. Such managers create an environment that enhances genuine dialogues, enabling employees to feel their opinions matter (Sutton & Wigert, 2019). Unfortunately, many organizations have managers who do not have practical dialogue skills. Thus, many employees see performance reviews as unnecessary but prefer frequent feedback from the management. Performance reviews must accompany regular, honest feedback to achieve the intended goals (Janove, 2021). Therefore, to trigger effective and beneficial performance reviews, managers must create a continuous learning environment that encourages workers to be more open and collaborative. Performance management systems should not hold employees captive but should focus on improving the skills and performance of each employee.

References

Janove, J. (2021). Get Rid of Performance Reviews. Retrieved From https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/humanity-into-hr/pages/get-rid-of-performance-reviews.aspx

Sutton, R & Wigert, B. (2019). More Harm Than Good: The Truth About Performance Reviews. Retrieved From https://www.gallup.com/workplace/249332/harm-good-truth-performance-reviews.aspx

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For this module’s discussion, find information and statistics about employee and leader perceptions of performance reviews. Perform a Google search using terms such as “performance management statistics” or “performance reviews AND perception.” SHRM.org, or The Global State of Employee Engagement at the office, is excellent for information on this topic.

Performance Review Perceptions

In your main post, share exciting or surprising findings and cite the source of the information.

Answer one or two of the questions below based on your research.

Are employers happy with traditional performance management systems?
What do most employees believe about performance reviews impacting the quality of their work?
Is the time devoted to performance reviews significant (3+ weeks per year)?
How happy are workers about reviews happening once per year? Would they prefer more or less frequent feedback?
How do employees’ perceptions around performance management differ based on a generational group (Millennials, Gen X, Baby Boomers)?
Do HR Managers and general leaders share the same perceptions of performance management?
Is the perception of performance reviews similar worldwide?