Running head: HUMAN RESOURCES   1
Evaluationtools are essential criteria of evaluating job performance in anywork environment and can give important feedbacks on job performanceif well utilized. However, most evaluation tools are one-sided andsubjective on employee performance. Staffs need evaluations that arebelievable, objective and those that add value to their work ratherthan the intimidating ones they receive. Performance reviews lackeffective input and straight-talk from employees and this explainsthe low morale and negative attitude associated with appraisals(Culbert, 2008).In some cases, performance reviews collects information fromanonymous sources whose motives, personal agendas, preference andemotional biases may be subjective. As such, employees needappraisals that are objective, based on need, motivate them toimprove and enhance their career progress (Carpenter,Bauer & Erdogan, 2009).
Ordinalperformance reviews instill the domination feeling and focus onemployee inadequacies rather than promoting positive feelings toemployees. Employees are assessed against a set of predeterminedcriteria and compared with others workers in different functionsrather than focusing on individual competence and job functions(Culbert,2008).The overall effects of these performance reviews is that, they leaveemployees depressed, having low morale, feeling of intimidation andimpede employee career progress (Giberson,Resick, & Dickson, 2005).
Thebest way to address this weakness of performance reviews is toeliminate the one sided, boss-administered evaluations and replacethem with a realistic straight-talk discussions with each employee.In this case, both the manager and the employee discuss on theprocess of improving their work performance each party has a role toplay in facilitating excellent work performance. Employees get achance to express their dissatisfactions and what they need in orderto improve their work in a boss-subordinate relationship(Giberson, Resick, & Dickson, 2005).Straight talk is an important strategy that not only improves workperformance, but also improves teamwork relationships across alldepartments. In this way, work performance gets better as each partyis accountable for the overall job performance and reviews are basedon results not personality(Carpenter, Bauer & Erdogan, 2009).
Carpenter,M., Bauer, T., & Erdogan, B. (2009). Principles of management(1st Ed.). New York: Flat World Knowledge.
Culbert,S.A. (2008). Get rid of the performance Review! Retrieved on August20, 2014, from http://online.wsj.com/news/articles
Giberson,T. R., Resick, C. J., & Dickson, M. W. (2005). Embedding leadercharacteristics: An examination of homogeneity of personality andvalues in organizations. Journal
ofApplied Psychology, 90,1002–1010.