Performance Appraisal Quotes

Tom Paine has almost no influence on present-day thinking in the United States because he is unknown to the average citizen. Perhaps I might say right here that this is a national loss and a deplorable lack of understanding concerning the man who first proposed and first wrote those impressive words, 'the United States of America.' But it is hardly strange. Paine's teachings have been debarred from schools everywhere and his views of life misrepresented until his memory is hidden in shadows, or he is looked upon as of unsound mind. We never had a sounder intelligence in this Republic. He was the equal of Washington in making American liberty possible. Where Washington performed Paine devised and wrote. The deeds of one in the Weld were matched by the deeds of the other with his pen. Washington himself appreciated Paine at his true worth. Franklin knew him for a great patriot and clear thinker. He was a friend and confidant of Jefferson, and the two must often have debated the academic and practical phases of liberty. I consider Paine our greatest political thinker. As we have not advanced, and perhaps never shall advance, beyond the Declaration and Constitution, so Paine has had no successors who extended his principles. Although the present generation knows little of Paine's writings, and although he has almost no influence upon contemporary thought, Americans of the future will justly appraise his work. I am certain of it. Truth is governed by natural laws and cannot be denied. Paine spoke truth with a peculiarly clear and forceful ring. Therefore time must balance the scales. The Declaration and the Constitution expressed in form Paine's theory of political rights. He worked in Philadelphia at the time that the first document was written, and occupied a position of intimate contact with the nation's leaders when they framed the Constitution. Certainly we may believe that Washington had a considerable voice in the Constitution. We know that Jefferson had much to do with the document. Franklin also had a hand and probably was responsible in even larger measure for the Declaration. But all of these men had communed with Paine. Their views were intimately understood and closely correlated. There is no doubt whatever that the two great documents of American liberty reflect the philosophy of Paine. ...Then Paine wrote 'Common Sense,' an anonymous tract which immediately stirred the fires of liberty. It flashed from hand to hand throughout the Colonies. One copy reached the New York Assembly, in session at Albany, and a night meeting was voted to answer this unknown writer with his clarion call to liberty. The Assembly met, but could find no suitable answer. Tom Paine had inscribed a document which never has been answered adversely, and never can be, so long as man esteems his priceless possession. In 'Common Sense' Paine flared forth with a document so powerful that the Revolution became inevitable. Washington recognized the difference, and in his calm way said that matters never could be the same again. It must be remembered that 'Common Sense' preceded the declaration and affirmed the very principles that went into the national doctrine of liberty. But that affirmation was made with more vigor, more of the fire of the patriot and was exactly suited to the hour... Certainly [the Revolution] could not be forestalled, once he had spoken. {The Philosophy of Paine, June 7, 1925}

O VENENO ARDENTE DO DESGOSTO. THE WHITE HOT POISON OF ANGER. When others make us angry at them- at their shamelessness, injustice, inconsideration- then they exercise power over us, they proliferate and gnaw at our soul, then anger is like a white-hot poison that corrods all mild, noble and balanced feelings and robs us of sleep. Sleepless, we turn on the light and are angry at the anger that has lodged like a succubus who sucks us dry and debilitates us. We are not only furious at the damage, but also that it develops in us all by itself, for while we sit on the edge of the bed with aching temples, the distant catalyst remains untouched by the corrosive force of the anger that eats at us. On the empty internal stage bathed in the harsh light of mute rage, we perform all by ourselves a drama with shadow figures and shadow words we hurl against enemies in helpless rage we feel as icy blazing fire in our bowels. And the greater our despair that is only a shadow play and not a real discussion with the possibility of hurting the other and producing a balance of suffering, the wilder the poisonous shadows dance and haunt us even in the darkest catacombs of our dreams. (We will turn the tables, we think grimly, and all night long forge words that will produce in the other the effect of a fire bomb so that now he will be the one with the flames of indignation raging inside while we, soothed by schadenfreude, will drink our coffee in cheerful calm.) What could it mean to deal appropriately with anger? We really don't want to be soulless creatures who remain thoroughly indifferent to what they come across, creatures whose appraisals consist only of cool, anemic judgments and nothing can shake them up because nothing really bothers them. Therefore, we can't seriously wish not to know the experience of anger and instead persist in an equanimity that wouldn't be distinguished from tedious insensibility. Anger also teaches us something about who we are. Therefore this is what I'd like to know: What can it mean to train ourselves in anger and imagine that we take advantage of its knowledge without being addicted to its poison? We can be sure that we will hold on to the deathbed as part of the last balance sheet- and this part will taste bitter as cyanide- that we have wasted too much, much too much strength and time on getting angry and getting even with others in a helpless shadow theater, which only we, who suffered impotently, knew anything about. What can we do to improve this balance sheet? Why did our parents, teachers and other instructors never talk to us about it? Why didn't they tell something of this enormous significance? Not give us in this case any compass that could have helped us avoid wasting our soul on useless, self-destructive anger?

It is an unquestioned assumption that managers should have and set targets and then create control systems—incentives, performance appraisals, budget reporting and computers to keep track of them all—to ensure the targets are met. In Toyota, these practices simply do not exist. To

Royce watched the courier ride out of sight before taking off his imperial uniform. Turning to face Hadrian, he said, “Well, that wasn’t so hard.” “Will?” Hadrian asked as the two slipped into the forest. Royce nodded. “Remember yesterday you complained that you’d rather be an actor? I was giving you a part: Will, the Imperial Checkpoint Sentry. I thought you did rather well with the role.” “You know, you don’t need to mock all my ideas.” Hadrian frowned as he pulled his own tabard over his head. “Besides, I still think we should consider it. We could travel from town to town performing in dramatic plays, even a few comedies.” Hadrian gave his smaller partner an appraising look. “Though maybe you should stick to drama—perhaps tragedies.” Royce glared back. “What? I think I would make a superb actor. I see myself as a dashing leading man. We could definitely land parts in The Crown Conspiracy. I’ll play the handsome swordsman that fights the villain, and you—well, you can be the other one.

Unless the manager or coach believes that people possess more capability than they are currently expressing, he will not be able to help them express it. He must think of his people in terms of their potential, not their performance. The majority of appraisal systems are seriously flawed for this reason. People are put in performance boxes from which it is hard for them to escape, either in their own eyes or their manager’s.

It is often said that a strategy is a choice or a decision. The words “choice” and “decision” evoke an image of someone considering a list of alternatives and then selecting one of them. There is, in fact, a formal theory of decisions that specifies exactly how to make a choice by identifying alternative actions, valuing outcomes, and appraising probabilities of events. The problem with this view, and the reason it barely lightens a leader’s burden, is that you are rarely handed a clear set of alternatives. In the case at hand, Hannibal was certainly not briefed by a staff presenting four options arranged on a PowerPoint slide. Rather, he faced a challenge and he designed a novel response. Today, as then, many effective strategies are more designs than decisions—are more constructed than chosen. In these cases, doing strategy is more like designing a high-performance aircraft than deciding which forklift truck to buy or how large to build a new factory. When someone says “Managers are decision makers,” they are not talking about master strategists, for a master strategist is a designer.

Measuring requires, first and foremost, analytical ability. But it also demands that measurement be used to make self-control possible rather than abused to control people from the outside and above—that is, to dominate them. It is the common violation of this principle that largely explains why measurement is the weakest area in the work of the manager today. As long as measurements are abused as a tool of control (for instance, as when measurements are used, as a weapon of an internal secret police that supplies audits and critical appraisals of a manager’s performance to the boss without even sending a carbon copy to the manager himself) measuring will remain the weakest area in the manager’s performance.2

Are we like the expert marathoners who are able to match expected effort at any given moment during a race with their actual experience? Or are we like the grade school kids who misjudge how difficult running a mile will be? Does our appraisal of our skills match our appraisal of the demands of the situation? This mismatch between situational demands and our capacity to cope doesn’t just determine running performance; it determines what kind of response to stress we’ll have.

To lovers out there ... Never share your sexual pleasures or bedroom activities with friends about your partner, unless you are seeking help on how to improve, spice up things or to make it better, but If you are doing it as performance appraisal. Remember  Not all of them will be happy for you. Some will want to experience that for themselves. For them to do that . It means they need your partner . Some people will go for your partner , not because they love them, but it is because of how they treat you.

I woke up every morning at six to study—because it was easier to focus in the mornings, before I was worn out from scrapping. Although I was still fearful of God’s wrath, I reasoned with myself that my passing the ACT was so unlikely, it would take an act of God. And if God acted, then surely my going to school was His will. The ACT was composed of four sections: math, English, science and reading. My math skills were improving but they were not strong. While I could answer most of the questions on the practice exam, I was slow, needing double or triple the allotted time. I lacked even a basic knowledge of grammar, though I was learning, beginning with nouns and moving on to prepositions and gerunds. Science was a mystery, perhaps because the only science book I’d ever read had had detachable pages for coloring. Of the four sections, reading was the only one about which I felt confident. BYU was a competitive school. I’d need a high score—a twenty-seven at least, which meant the top fifteen percent of my cohort. I was sixteen, had never taken an exam, and had only recently undertaken anything like a systematic education; still I registered for the test. It felt like throwing dice, like the roll was out of my hands. God would score the toss. I didn’t sleep the night before. My brain conjured so many scenes of disaster, it burned as if with a fever. At five I got out of bed, ate breakfast, and drove the forty miles to Utah State University. I was led into a white classroom with thirty other students, who took their seats and placed their pencils on their desks. A middle-aged woman handed out tests and strange pink sheets I’d never seen before. “Excuse me,” I said when she gave me mine. “What is this?” “It’s a bubble sheet. To mark your answers.” “How does it work?” I said. “It’s the same as any other bubble sheet.” She began to move away from me, visibly irritated, as if I were playing a prank. “I’ve never used one before.” She appraised me for a moment. “Fill in the bubble of the correct answer,” she said. “Blacken it completely. Understand?” The test began. I’d never sat at a desk for four hours in a room full of people. The noise was unbelievable, yet I seemed to be the only person who heard it, who couldn’t divert her attention from the rustle of turning pages and the scratch of pencils on paper. When it was over I suspected that I’d failed the math, and I was positive that I’d failed the science. My answers for the science portion couldn’t even be called guesses. They were random, just patterns of dots on that strange pink sheet. I drove home. I felt stupid, but more than stupid I felt ridiculous. Now that I’d seen the other students—watched them march into the classroom in neat rows, claim their seats and calmly fill in their answers, as if they were performing a practiced routine—it seemed absurd that I had thought I could score in the top fifteen percent. That was their world. I stepped into overalls and returned to mine.

At about this time two fatalities occurred on Nevada due to poisonous gas. On 7 February Lieutenant James S. Clarkson removed a cap from the air test fitting of the steering engine room. He was in a trunk which had limited space and air volume. Several men went to his rescue, but too late as escaping gas killed him. Machinist Mate DeVries who reached him first, later died at the hospital. In all, six men were overcome by the gas. At once a Board of Investigation was called, and the Navy Yard chemist ascertained that the gas was hydrogen sulfide. It is odorless in high concentrations and acts without warning; it originates in stagnant water which has a quantity of paper products in the pressured space. Thereafter frequent samples of air were taken for analysis, and temporary ventilation was greatly increased on all ships under salvage. Confined spaces were not entered without wearing rescue breathing apparatus. Besides the temporary ventilation which was provided as spaces were unwatered, temporary lighting lines were run. Both were essential for the efficient performance of the work.

In all over 400 dives were made on Nevada totaling over 1500 diving hours. The divers performed all manner of work from underwater cutting with oxy-hydrogen and electric torches to hydraulic and syphon excavating, to using dynamite to remove sections of the docking keel, to the use of hand and pneumatic tools for drilling and setting patches. They also did much interior work for pumping operations, adjusting watertight closures, etc. The successful accomplishment of all assigned diving tasks without casualty or injury was the result of excellent supervision on the part of Lieutenant Commander H. E. Haynes, who was in general charge of all diving, plus Gunner Duckworth of Widgeon, Gunner Arnold Larson of Ortolan, and Carpenter Mahan of the Salvage Division.

So, what do I think? It is not capitalism per se that produces the bullshit.26 It is managerialist ideologies put into practice in complex organizations. As managerialism embeds itself, you get entire cadres of academic staff whose job it is just to keep the managerialist plates spinning—strategies, performance targets, audits, reviews, appraisals, renewed strategies, etc., etc.—which happen in an almost wholly and entirely disconnected fashion from the real lifeblood of universities: teaching and education.

Unistructural Memorize, identify, recognize, count, define, draw, find, label, match, name, quote, recall, recite, order, tell, write, imitate Multistructural Classify, describe, list, report, discuss, illustrate, select, narrate, compute, sequence, outline, separate Relational Apply, integrate, analyse, explain, predict, conclude, summarize (précis), review, argue, transfer, make a plan, characterize, compare, contrast, differentiate, organize, debate, make a case, construct, review and rewrite, examine, translate, paraphrase, solve a problem Extended abstract Theorize, hypothesize, generalize, reflect, generate, create, compose, invent, originate, prove from first principles, make an original case, solve from first principles Table 7.2  Some more ILO verbs from Bloom’s revised taxonomy Remembering Define, describe, draw, find, identify, label, list, match, name, quote, recall, recite, tell, write Understanding Classify, compare, conclude, demonstrate, discuss, exemplify, explain, identify, illustrate, interpret, paraphrase, predict, report Applying Apply, change, choose, compute, dramatize, implement, interview, prepare, produce, role play, select, show, transfer, use Analysing Analyse, characterize, classify, compare, contrast, debate, deconstruct, deduce, differentiate, discriminate, distinguish, examine, organize, outline, relate, research, separate, structure Evaluating Appraise, argue, assess, choose, conclude, critique, decide, evaluate, judge, justify, monitor, predict, prioritize, prove, rank, rate, select Creating Compose, construct, create, design, develop, generate, hypothesize, invent, make, perform, plan, produce

study of 200 human resources professionals showed that such systems result in reduced productivity, cynicism, and damage to teamwork, create poor morale and a lack of faith in leadership. The essence of how to manage performance, a skill every boss needs to have, is not to rely on appraisal but to be able to build the kind of trust where honesty, mutual respect, and constant two-way feedback is at its core, something that is also at the heart of a coaching relationship.

The system needs to get right to the bottom line and remain very transparent in terms of its format, structure, and intent.

Once a little boy went to a drug store, reached for a soda carton and pulled it near the telephone. He climbed on the cartons so that he could reach the buttons of the phone and started to punch in the numbers. The storekeeper, who was observing this, listened to boy’s conversation. Boy: “Lady, can you give me a job of cutting your lawn?” Woman (at the other end): “I already have someone to cut my lawn”. Boy: “Lady, I will cut your lawn for half the price of the person who cuts your lawn now.” Woman: “I am very satisfied with the person who is presently cutting my lawn” Boy: “Lady I will even sweep your curb and your sidewalks. So on Sunday you will have the prettiest lawn”. Woman: “No, Thank you”. With a smile on his face, the little boy cuts the call. The store owner who was listening to all this, walked over to the boy and asked “Son… I like your attitude; I like your positive spirit and would like to offer you a job.” The boy says: “No. Thank you.” Owner: “But you are really pleading for one” Boy: “No Sir, I was just checking my performance at the job I already have. I am the one who is working for that lady I was talking to”. The owner got amazed with the boys attitude Every time we can’t wait for others appreciation. So this is the time where we have to understand, what good work we are doing and appraise our self for doing such good job and move on.

Individuals who can perform under pressure appraise the criticism as information that can help them. In

In a team relationship, as in any relationship, we trust people because we are comfortable with both their character and competence. By character“, I mean our perception of another person's motives, values, honesty, or moral fiber. Competence, on the other hand, refers to the capability, knowledge, and skill of a team member in general, and specifically as it impacts his or her assigned role. If we don't trust both a team member's character and competence, it is unlikely that we will put our desired goals, performance appraisal, compensation, or career into that person's care.

KRAs and KPIs KRA and KPI are two confusing acronyms for an approach commonly recommended for identifying a person’s major job responsibilities. KRA stands for key result areas; KPI stands for key performance indicators. As academics and consultants explain this jargon, key result areas are the primary components or parts of the job in which a person is expected to deliver results. Key performance indicators represent the measures that will be used to determine how well the individual has performed. In other words, KRAs tell where the individual is supposed to concentrate her attention; KPIs tell how her performance in the specified areas should be measured. Probably few parts of the performance appraisal process create more misunderstanding and bewilderment than do the notion of KRAs and KPIs. The reason is that so much of the material written about KPIs and KRAs is both

Those who are good at spelling might regard it as the very corner stone to good prose, whereas a dyslexic might view spelling as subsidary to the point they want to get across. Nevertheless the dyslexic will always be faced with the dominant subjective position which subjugates them, and it is this negative appraisal of dyslexics which leads the dyslexic to become excluded from society’s rigid systems of what is acceptable.

Evaluation must be done in hindsight, after the work has been done, not for proposals for work to be done. That said, secondary factors must carry some weigh, because research results depend too much on historical contingency and luck. As articulated by Ralph Bown, vice president of research at Bell Labs from 1951 to 1955: 'A conviction on the part of employees that meritorious performance will be honestly appraised and adequately rewarded is a necessary ingredient of their loyalty. This appraisal, to be fair and convincing, must be based on the individual's performance and capabilities rather than wholly on the direct value of his results. A system which rewards only those lucky enough to strike an idea which pays off handsomely will not have the cooperative teamwork needed for vitality of the enterprise as a whole.

This explains why, compared with European and Asian companies, American businesses tend to have more: •​Organizational charts (showing on paper who works for whom) •​Titles (describing exactly who is at what level) •​Written objectives (explaining who is responsible for accomplishing what) •​Performance appraisals (stating in writing how each person is doing) By contrast, many high-context cultures—particularly those of Asia and Africa—have a strong oral tradition in which written documentation is considered less necessary. The tendency to put everything in writing, which is a mark of professionalism and transparency in a low-context culture, may suggest to high-context colleagues that you don’t trust them to follow through

...I was talking about my performance appraisal form.” “No we weren’t.” “Sure, remember last night, I mentioned it, then we got side tracked a little when your guts started falling out.” “This is the way you badger people to complete the form?  No wonder you’re still an apprentice.” “Please, what would Hadleigh do without me?” “Well, if you keep pissing Vaughn and Drum off like you do, I’m guessing it won’t be too much longer before we get to find out.

giving performance reviews is a very complicated and difficult business and that we, managers, don’t do an especially good job at it. The fact is that giving such reviews is the single most important form of task-relevant feedback we as supervisors can provide. It is how we assess our subordinates’ level of performance and how we deliver that assessment to them individually. It is also how we allocate the rewards—promotions, dollars, stock options, or whatever we may use. As we saw earlier, the review will influence a subordinate’s performance—positively or negatively—for a long time, which makes the appraisal one of the manager’s highest-leverage activities.

To solve the inability of middle-class renters to purchase single-family homes for the first time, Congress and President Roosevelt created the Federal Housing Administration in 1934. The FHA insured bank mortgages that covered 80 percent of purchase prices, had terms of twenty years, and were fully amortized. To be eligible for such insurance, the FHA insisted on doing its own appraisal of the property to make certain that the loan had a low risk of default. Because the FHA's appraisal standards included a whites-only requirement, racial segregation now became an official requirement of the federal mortgage insurance program. The FHA judged that properties would probably be too risky for insurance if they were in racially mixed neighborhoods or even in white neighborhoods near black ones that might possibly integrate in the future. When a bank applied to the FHA for insurance on a prospective loan, the agency conducted a property appraisal, which was also likely performed by a local real estate agent hired by the agency. as the volume of applications increased, the agency hired its own appraisers, usually from the ranks of the private real estate agents who had previously been working as contractors for the FHA. To guide their work, the FHA provided them with an Underwriting Manual. The first, issued in 1935, gave this instruction: 'If a neighborhood is to retain stability it is necessary that properties shall continue to be occupied by the same social and racial classes. A change in social or racial occupancy generally leads to instability and a reduction in values.' Appraisers were told to give higher ratings where '[p]rotection against some adverse influences is obtained,' and that '[i]mportant among adverse influences . . . are infiltration of inharmonious racial or nationality groups.' The manual concluded that '[a]ll mortgages on properties protected against [such] unfavorable influences, to the extent such protection is possible, will obtain a high rating.' The FHA discouraged banks from making any loans at all in urban neighborhoods rather than newly built suburbs; according to the Underwriting Manual, 'older properties . . . have a tendency to accelerate the rate of transition to lower class occupancy.' The FHA favored mortgages in areas where boulevards or highways served to separate African American families from whites, stating that '[n]atural or artificially established barriers will prove effective in protecting a neighborhood and the locations within it from adverse influences, . . . includ[ing] prevention of the infiltration of . . . lower class occupancy, and inharmonious racial groups.

ANNUAL REVIEWS. THE BEST WAY TO RANK PERFORMANCES IS BY QUANTUM OF EXCUSES.

Beer, Michael. “Conducting a Performance Appraisal Interview

The appraisal process is governed by the ‘Law of corporate excitement’ , which clearly states that the Excitement level of a working individual, to get his performance appraised, is inversely related to his Years of Experience.

We made performance reviews more substantive and serious by changing them to include a measure on each of the Twelve Behaviors, and by requiring that each manager secure his or her boss’s approval of each appraisal (see chapter 5

There are bubbles of agile in a sea of Gantt charts with predetermined solutions, dates, and spending predicted at the point of knowing the least, an annual, bottom-up financial planning process that takes six months of the year to plan and re-plan and focuses on output over outcomes. There are “drop dead dates” and “deadlines” (in most cases it’s not life or death); RAG (red, amber, green) statuses and change control processes; a change lifecycle with twenty mandatory artifacts, most with their own stage-gate governance committee; a traditional waterfall Project Management Office; sixty-page Steering Committee decks; project plans with the word “sprint” ten times in the middle; a lack of psychological safety; a performance appraisal model that incentivizes mediocrity (underpromise to overdeliver) and uses a Think Big, Start Big, Learn Slow approach. The good news, with a charitable intent, is that the organization wants to improve.

A negative pregnancy test still means a positive performance appraisal. It hasn't changed much.

performance-appraisal sheet would have looked like this: Adaptability 0 Adventuresomeness 100 Cruelty 100 Energy 100 Flexibility 0 Intelligence 100 Justice 100 Gets along well with others 0

It is often said that a strategy is a choice or a decision. The words “choice” and “decision” evoke an image of someone considering a list of alternatives and then selecting one of them. There is, in fact, a formal theory of decisions that specifies exactly how to make a choice by identifying alternative actions, valuing outcomes, and appraising probabilities of events. The problem with this view, and the reason it barely lightens a leader’s burden, is that you are rarely handed a clear set of alternatives. In the case at hand, Hannibal was certainly not briefed by a staff presenting four options arranged on a PowerPoint slide. Rather, he faced a challenge and he designed a novel response. Today, as then, many effective strategies are more designs than decisions—are more constructed than chosen. In these cases, doing strategy is more like designing a high-performance aircraft than deciding which forklift truck to buy or how large to build a new factory. When someone says “Managers are decision makers,” they are not talking about master strategists, for a master strategist is a designer. THE