An Evaluation of Performance Reviews How does a company fully understand the value of an employee? Today, most companies perform what are called performance reviews and this article shows us the effects that this business practice can have on its employees while showing us possible substitutes for this evaluation process. While this article does focus mainly on the employees, the article’s introduction shows the manager’s perspective while discussing the possible ramifications of no more performance reviews. The fear that most companies have when discussing ending performance reviews is the loss of an employee value measuring stick and that their managers will no longer feel the need to give necessary feedback to the employees. Not only will the company no longer know which employees are most important to them, but their quality of work will suffer due to necessary management not being performed. Despite these fears, this article encourages the pursuit of more beneficial and efficient business standards. The argument against the performance review process is split into three main points: managers cannot assess employees accurately, performance reviews demotivate more than they motivate, and that reviews do not improve a company’s performance. The first is a major flaw in the entire process because that is exactly the whole purpose of this procedure. A large problem facing the practice of performance reviews seems to be the enormous bias that comes with the interviewer, especially if they are given some kind of grading scale to use in the process. If this performance review process takes place over several weeks, would it not be logical that the interviewer’s grading scales might vary due to the large number of employees? After those people leave, all they are is a piece of paper on that interviewer’s desk. Due to this limitation, most individual ratings are