Abstract
Supervisors and employees can agree on one thing: most performance management tools do not provide the desired results. Performance evaluation tools are often not useful or meaningful. Many executives and human resource (HR) professionals are always in search of a new form or instrument for performance evaluations, often blaming the "form" or the "questions" for ineffective evaluations. By shifting blame from lack of training for supervisors, lack of support if a supervisor wishes to give a negative evaluation, and poor selection of supervisors, this deemphasizes management-level deficiencies and focuses on a process or form. My research is pointing to organizational culture, rather than checking boxes at evaluation season as the key to performance management.
