A Deficit-Based Approach to Performance Appraisal
Typically, a deficit-based appraisal system is valued primarily because this appraisal can be used, when needed, to document and justify difficult personnel decisions. A mediocre or poor performance reviews might lead to a minimal increase in compensation, probationary status, or even termination of employment. Poor attendance, inconsistent performance, or a slipping sales record may have to be carefully documented, so that a manger can issue a formal warning to his subordinate. It’s all about delivering the bad news. Good news doesn’t get much attention.
Most deficit-based appraisals are ignored if this feedback is positive. Neither the person giving the feedback nor the person receiving the feedback is likely to focus on the good news. A perfunctory appraisal is usually completed that simply indicates that the subordinate is doing a good job, “meeting expectations” or even “exceeding expectations.” If we are primarily looking for mistakes and failure, then there is little need for a carefully documented statement regarding success or improvement. We simply indicate that the employee is getting “warmer,” and leave it at that.
The problems enumerated above with regard to performance appraisals are particularly challenging if the performance appraisal focuses on deficits in an employee’s performance, rather than focusing on the employee’s strengths and accomplishments. Professionals are likely to be adamant about their autonomy if the feedback they receive primarily concerns changes they must make in their performance. If we view ourselves as competent, self-sufficient professionals, or as knowledge workers with unique and often highly technical expertise, then we neither respect nor tolerate the intrusion of other people into our work life. They are trying to tell us what we are doing wrong, yet they do not fully comprehend either the work that we do or the context within which we are asked to fulfill our challenging responsibilities.
If a job is complex, or if responsibilities are frequently shifting, then a deficit-based appraisal will often be challenged by the person receiving the negative feedback. We can always justify poor performance if we can point to unclear, changing or contradictory expectations. If we have multiple bosses, then we can also appeal a negative appraisal by turning to another supervisor who has a different perspective on our work. If their appraisal is also negative, then we can discount both appraisals by pointing to inconsistencies, differing emphases, or even the rather paranoid conclusion that “everyone is against me!”
