Performance: self as the principal evaluator

The paper proposes an alternative way of looking at performance management by placing the 'performer' in the leading role of evaluator. The proposition is rooted in the evidence that, when performance is primarily evaluated by someone other than 'self', this robs individuals of a sense of responsibility for their own work performance and reduces the quality of both process and output. The paper suggests that learning is the premier skill at the root of performance improvement. Further, a systems view of the organization is essential if employees are to be given the freedom to self-evaluate.