Section FiveMichael Beer has made the following critical observations about
performance appraisal:
Evidence has been accumulating for years that
performance appraisal systems, no matter how
well designed, do not differentiate employees
sufficiently to make valid and reliable
compensation, promotion and layoff decisions.
They do not necessarily even lead to better
coaching. Instead these systems have become
bureaucratic night-mares and have put human
resource professionals in the role of “cop.”...
effective individual performance evaluation and
development are fostered not by a performance
appraisal system, but by a high involvement
organization, performance-oriented managers,
and a culture that tolerates mistakes, encourages
letting consistently poor performers go, and
recognizes outstanding performers.^68