Performance evaluations are arbitrary from "summary" of The Dilbert Principle by Scott Adams
Performance evaluations are arbitrary. Imagine a world where your fate is determined by a random number generator. That's basically what happens in most workplaces. Your annual performance review is like playing a game of chance, where the odds are stacked against you. Your boss, who is supposed to be an expert in evaluating your work, is really just a human being with biases and limited information. He may not even remember half the things you did over the past year. And even if he does, his perception of your performance is colored by his own experiences and prejudices. There are so many factors that can influence a performance evaluation, from office politics to personal vendettas. Your boss might give you a high rating because he wants to keep you happy, or a low rating because he's jealous of your success. It's all a big game, and you're just a pawn in someone else's power play. And let's not forget about the infamous bell curve. In many companies, performance evaluations are forced to fit a predetermined distribution, regardless of how well everyone actually performed. So even if you did a great job, you might still end up with a mediocre rating just because of some arbitrary rule. In the end, your performance evaluation is just a number on a piece of paper. It may not reflect your true abilities or contributions to the company. It's all just smoke and mirrors, designed to make you think that your hard work is being recognized and rewarded. But in reality, it's all just a charade, a facade to keep you in line and under control.
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