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 not found convincing evidence that performance reviews are fair, accurate or consistent across managers, or that they improve organizational effectiveness.

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[A] performance review makes it nearly impossible to have the kind of trusting relationships in the workplace that make improvement possible.

Word. The author, Samuel Culbert, suggests that cooperative goals and holding both managers and subordinates responsible for the results.