Why Your Boss Is Wrong About You
By SAMUEL A. CULBERT
NYT
Los Angeles
IN the raging battle over union rights in Wisconsin, those seeking to curtail collective bargaining for state employees have advanced an argument that seems hard to resist: It will make it easier to reward those workers who perform the best. What could be fairer than that?
If only that were true. As anybody who has ever worked in any institution — private or public — knows, one of the primary ways employee effectiveness is judged is the performance review. And nothing could be less fair than that.
In my years studying such reviews, I’ve learned that they are subjective evaluations that measure how “comfortable” a boss is with an employee, not how much an employee contributes to overall results. They are an intimidating tool that makes employees too scared to speak their minds, lest their criticism come back to haunt them in their annual evaluations. They almost guarantee that the owners — whether they be taxpayers or shareholders — will get less bang for their buck.
In other words, there may be lots of reasons to restrict collective bargaining by state workers, but the idea that it will lead to a fairer system of rewarding employees, to the benefit of taxpayers, should not automatically be counted as one of them. Performance reviews corrupt the system by getting employees to focus on pleasing the boss, rather than on achieving desired results. And they make it difficult, if not impossible, for workers to speak truth to power. I’ve examined scores of empirical studies since the early 1980s and have no found convincing evidence that performance reviews are fair, accurate or consistent across managers, or that they improve organizational effectiveness.
(More here.)
NYT
Los Angeles
IN the raging battle over union rights in Wisconsin, those seeking to curtail collective bargaining for state employees have advanced an argument that seems hard to resist: It will make it easier to reward those workers who perform the best. What could be fairer than that?
If only that were true. As anybody who has ever worked in any institution — private or public — knows, one of the primary ways employee effectiveness is judged is the performance review. And nothing could be less fair than that.
In my years studying such reviews, I’ve learned that they are subjective evaluations that measure how “comfortable” a boss is with an employee, not how much an employee contributes to overall results. They are an intimidating tool that makes employees too scared to speak their minds, lest their criticism come back to haunt them in their annual evaluations. They almost guarantee that the owners — whether they be taxpayers or shareholders — will get less bang for their buck.
In other words, there may be lots of reasons to restrict collective bargaining by state workers, but the idea that it will lead to a fairer system of rewarding employees, to the benefit of taxpayers, should not automatically be counted as one of them. Performance reviews corrupt the system by getting employees to focus on pleasing the boss, rather than on achieving desired results. And they make it difficult, if not impossible, for workers to speak truth to power. I’ve examined scores of empirical studies since the early 1980s and have no found convincing evidence that performance reviews are fair, accurate or consistent across managers, or that they improve organizational effectiveness.
(More here.)
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