“Performance review nourishes short-term performance, annihilates long-term planning, builds fear, demolishes teamwork and nourishes rivalry and politics”
Performance review is the process of evaluating the performance of the employees in an organization. The performance of employees in an organization is determined by many factors in an organization such as one’s motivation, material and equipment’s used in a job, the management and job supervision among others. Performance review nourishes short-term performance since the employees are easily motivated by the allure of merit, as they assume they will be based on what they have worked for (Soltani, 2005). However, on long-term assessment, it annihilates performance since the employees start competing against each other leading to feelings of inferiority, depression and fear.
The impacts of such mental states in the workplace are perceived in the long-term performance of the organization. That is; at first, the appraisal is okay as the employees are motivated to attain better performance. However, once they start been grouped according to their performance, those who are defined to have performed poorly start losing motivation to meet the organizational goals. It is important to understand that if the system the employees work with is poor, the results will be poor, which is related to the performance of employees leading to the poor performance (Soltani, 2005).
Therefore, as the employees start competing against each other, teamwork is demolished, and fear among the employees develops. Ranking people based on their performance impedes the motivation they have on working to meet the goals of the organization. Other factors that influence the performance of the employees are not considered in the evaluation. The performance review rewards based on the assumption that the employee determines their performance. However, the performance of the employees is based on other factors, and negative assessment leads to negative emotional impacts that hinder the long-term performance of the employees (Sudarsan, 2009).
Soltani, E. (2005). Conflict between theory and practice: TQM and performance appraisal. The International Journal of Quality and Reliability Management, 796-8181.
Sudarsan, A. (2009). Performance appraisal systems: A survey of organizational views. The Icfai University Journal of Organizational Behavior, 54-69.