David Rock, Beth Jones [Archive.org URL]

At its core, there are two basic problems with performance management. First, labeling people with any form of numerical rating or ranking automatically generates an overwhelming “fight or flight” response that impairs good judgment. It primes people for rapid reaction and aggressive movement. This naturally leads to highly charged, emotionally challenging conversations. Moreover, at least half of all employees will receive a B or C rating, no matter how hard they worked or how many A ratings they had garnered in the past. Managers then have to talk about the disappointment in numbers, and the differences in rankings among peers, with most their direct reports. That is an especially uncomfortable conversation.

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