A Quote by W. Edwards Deming
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.
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Traditional performance reviews have passed their sell-by date. Big time. There's research showing that roughly two-thirds of performance appraisals have either no effect - or a negative effect! - on employee performance.
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.
The most basic problem is that performance appraisals often don't accurately assess performance.
Self-appraisals are influenced by evaluative reactions of others.
Self-appraisals of efficacy are reasonably accurate, but they diverge from action because people do not know fully what they will have to do, lack information for regulating their effort, or are hindered by external factors from doing what they can
We must do what we can to reduce, not increase, tensions. We must do what we can to present only the facts as we know them, not as we imagine them to be. We must learn to live with crisis in an age which calls for cool heads and accurate appraisals.
Comparative appraisals of efficacy require not only evaluation of one;s own performances but also knowledge of how others do, cognizance of nonability determinants of their performances, and some understanding that it is others, like oneself, who provide the most informative social criterion for comparison
These two staples of work life - meetings and managers - are actually the greatest causes of work not getting done at the office. In fact, the further away you are from both meetings and managers, the more work gets done.
The debate can be put in the form of the question: Resolved, that the best of money managers cannot be demonstrated to be able to deliver the goods of superior portfolio-selection performance. Any jury that reviews the evidence, and there is a great deal of relevant evidence, must at least come out with the Scottish verdict: Superior investment performance is unproved.
For many activities, people cannot rely solely on themselves in evaluating their ability level because such judgments require inferences from probabilistic indicants of talent about which they may have limited knowledge. Self-appraisals are, therefore, partly based on the opinions of others who presumably possess evaluative competence
I have a few different managers, and one of them hit me up today and was like 'I'm going to set you up with these guys doing beats and such...' I was like cool, as long as I can do what I do. Just because kids are going like this now, I'm not going to do that because I am not 18 years old. I'm not going to rap like I'm in grade three because it's popular. I'm just not going to do that. It's not because I'm being stubborn, and I definitely not that guy that is getting older and does not understand the younger generation.
The difference, generally speaking, between sportbike people and cruiser people is that sportbike people like performance skill and wear safety gear; cruisers like chrome, noise, and style. It's funny to me to separate them because I ride both. I prefer performance cruisers like the Honda Valkyrie I had or my Triumph Rocket III.
The attentions of others matter to us because we are afflicted by a congenital uncertainty as to our own value, as a result of which affliction we tend to allow others' appraisals to play a determining role in how we see ourselves. Our sense of identity is held captive by the judgements of those we live among.
Modern Australian trade unionism and the unionist that I am doesn't rely on a class war view that somehow that the interests of employees and managers are in two separate spheres and they're irreconcilable. I believe that when people can go to work and be happy, satisfied, engaged, where the employer is getting employees who feel their interests are aligned with the employer, you get productivity. This is the future of Australian workplaces.
I like my buddies from west Texas. I liked them when I was young; I liked them when I was middle-age; I liked them before I was President; and I like them during President; and I like them after President.
Negotiating isn't about getting what you want or giving in to what the other party wants. It's not an 'either/or situation.' It's about having both parties walk away satisfied. Over the years in both business and life, I've had to learn this hard lesson.
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