Performance Conversations

One of the most important and original books of late regarding performance management is written by Christopher D. Lee, PhD, Performance Conversations: An Alternative to Appraisals (2006; published by Fenestra Books, Tucson, Arizona). The author thoroughly critiqued the performance appraisal tool and provided an alternative approach; Performance Conversations Model.

Having observed the book's core ideas implemented into a corporate setting in Mainland China, I would like to share some of the challenges that arose.

First, performance conversations created impractical employee expectations for receiving a raise or bonus after every performance conversation. But, since these conversations occurred on a quarterly basis, managers' obviously could not increase pay every 3 months for an employee even if they received positive feedback. So, employees invariably felt disappointed.

Second, performance conversations were too structured mainly because a form needed to be completed every time conversations occurred. In addition, many participants were not dedicated to maintaining a performance portfolio and performance log - a journal of duties, challenges, and solutions (the so called "evidence") on a daily/weekly basis. Indeed, this prerequisite was perceived as a burden by most and just additional paper work.

Third, performance conversation meetings did not seem to be the best platform for addressing inadequate performance. Inevitably, this model linked the quality of an employee’s output with the manager’s performance in accordance with the fundamental belief that an "Employee can only be as good as their supervision, support, and guidance". Therefore, the manager who assessed an employee's performance as poor would also need to acknowledge their own weaknesses and mistakes.

Fourth, performance conversations did not alleviate the need for an “evaluation” and consequently demand for 360 degree feedback in the organization intensified. Employees also wanted to be assessed against a set of performance criteria for their current position.

For the abovementioned difficulties, China as a whole is not ready for a performance management approach based on Theory Y of human motivation.