Discussion of Agreement or Disagreement with Statement “If you have regular conversations with people, and they know where they stand, then the performance evaluation is maybe unnecessary” and Rational for Response
For years, there has been this dark cloud over the annual performance review. Employers and employees dread the meeting for different reasons, but both can benefit from the occurrence and help the organization grow. I disagree with the statement made by Robert Sutton of Stanford University, “If you have regular conversations with people, and they know where they stand, then the performance evaluation is maybe unnecessary.” Performance reviews are never “unnecessary” no matter how frequent because it helps employees to improve work performances to accomplish organizational goals (Noe, Hollenbeck, Gerhart, & Wright, 2011, p. 226).
When employees are frequently advised on how their efforts are helping the organization, this keeps them motivated because they are interested in knowing that they’re on the right track. According to Noe, Hollenbeck, Gerhart, and Wright (2011), when information is communicated on a regular basis, the employee is less shocked of the feedback which elevates the effectiveness of the performance review. I feel that the more frequent the review the better because the employee can stay on track and motivated to give a good performance in order to achieve organizational success.
Comparison of the Possible Effectiveness of the Social Network Performance Review to the Veterans, Baby Boomers, Generation X, and Generation Y Age Groups
Social network performance reviews can be effective among all generations. The workforce now is becoming increasing old, age wise that is. The Bureau of Labor Statistics predicted an aging workforce between 2008 and 2018 and by 2010 half of the workforce was over 40. Most might believe that the older generations (veterans and baby boomers) would not be willing to accommodate to such drastic technological advances as would the younger generations (Gen X and Gen Y). According to Noe, Hollenbeck, Gerhart, and Wright (2011), that contrary to popular belief, “older workers are willing and able to learn new technology and work performance and learning doesn’t suffer from age” (p. 30). Some research has shown that the young and old use social media sites, such as Facebook, just as much as the other, but just for different reasons (Ladegarad, 2012). As compared with social media sites, social network performances reviews are viewed differently between the generations. While the younger generations view feedback as a learning opportunity, the older generation views it as judgment (Jacques, n.d.) . Social network performance reviews are mimicking social media sites so the same result can be expected for effectiveness.
Discussion of Statement “The biggest payoff of these social network style tools may prove to be better performance by the boss” and Rational of Whether or Not This Statement Justifies the Time and Cost of Implementing These Systems
I feel that the statement, “The biggest payoff of these social network style tools may prove to be better performance by the boss” does justify the time and cost of implementing such systems. This new way of implementing a social networking style of performance review cuts back on the traditional face-to-face employer/employee encounter that many find uncomfortable. Questions about performance and efforts can now be submitted via the social networking site to be viewed and answered from not just managers but peers as well. Employees are even required to post weekly and quarterly goals of their profile page and if not done, the site notifies management (Noe, Hollenbeck, Gerhart, & Wright, 2011, p. 254).
The social networking performance review site is set up to where each employee can receive feedback on a constant basis rather than yearly like most company policies(Noe, Hollenbeck, Gerhart, & Wright, 2011, p. 254). This continued feedback keeps the employee on track of what improvements are needed from their performance and results in higher productivity because the employee is setting goals and achieving those goals in a timely manner. High productivity means that the idea is achieving organizational success. Like all new ideas, the cost to implement will be high until the demand replaces it.
Discussion and Justification of Whether Social Network Type Evaluations Aid or Hinder the Overworked America Based on the O’Toole Statement: “It Has Been Said That Americans Are Increasingly Overworked”
It is true in some ways “that Americans are increasingly overworked.” Some employees feel that having too much work and not enough time and resources to get it done is a major work-related stressor (Hellriegel & Slocum, 2011, p. 223). Performance pressure can either be a good or bad thing depending upon the situation. According to O’Toole & Lawler (2007), when employees feel they can achieve organizational goals by going that extra mile and putting forth an added effort, the pressure is healthy and functional; but when the employees feel that goals are set too high and lack the confidence that they can complete them, the pressure is unhealthy and dysfunctional.
Social networking evaluations can potentially hinder the overworked American. Being overworked may cause the individual to experience job dissatisfaction. Some character traits associated with job dissatisfaction involve low levels of emotional stability, conscientiousness, and agreeableness (Noe, Hollenbeck, Gerhart, & Wright, 2011, p. 304). These personality traits could affect the way the individual think of themselves and the way they view other aspects of the job, such as the social networking evaluations. Instead of seeing it as a way to improve and become a better employee, the individual may see it as another difficult task and not take advantage of the opportunity to improve.

References
Hellriegel, D., & Slocum, J.W., Jr. (2011). Organizational behavior (13th ed.). Mason, OH: South-Western Cengage Learning.
Jacques, J. (n.d.). New social media tool adds effectiveness to an old HR process. Retrieved from http://www.payrollblogger.com/performance-reviews.php
Ladegarad, I. (2012). Young and old use social media for surprisingly different reasons. Retrieved from http://sciencenordic.com/young-and-old-use-social-media-surprisingly-different-reasons
Noe, R.A., Hollenbeck, J.R., Gerhart, B., & Wright, P.M. (2011). Fundamentals of human resource management (4th ed.). New York, NY: McGraw-Hill.
O’Toole, J., & Lawler, E. (2007). The new American workplace. New York, NY: Palgrave Macmillan.