Quotes & Sayings About Performance Appraisals

It is an unquestioned assumption that managers should have and set targets and then create control systems - incentives, performance appraisals, budget reporting and computers to keep track of them all - to ensure the targets are met. In Toyota, these practices simply do not exist. To — John Seddon

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. — Jeffrey Pfeffer

Measuring requires, first and foremost, analytical ability. But it also demands that measurement be used to make self-control possible rather than abused to control people from the outside and above - that is, to dominate them. It is the common violation of this principle that largely explains why measurement is the weakest area in the work of the manager today. As long as measurements are abused as a tool of control (for instance, as when measurements are used, as a weapon of an internal secret police that supplies audits and critical appraisals of a manager's performance to the boss without even sending a carbon copy to the manager himself) measuring will remain the weakest area in the manager's performance.2 — Peter F. Drucker

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. — W. Edwards Deming

The most basic problem is that performance appraisals often don't accurately assess performance. — W. Edwards Deming