Performance Management: Accountability or Anxiety ?
In the Sri Lankan context,
one may question whether our employers really have the understanding and the
gravity of an effective performance management system. Do our employers use meaningful and effective methods for evaluating employee appraisals? Or they follow the process only to identify their employees’ weaknesses and justify reducing the increments or withholding
promotions.
Many Sri Lankan industries,
such as IT, private banking, insurance, and finance, have internationally recognized performance management systems. Examples include 360-degree feedback
mechanisms, Key Performance Indicators (KPIs), and software platforms such as
Gallery HR and Blue Lotus 360. These
systems enhance the professional image and recognition of the company’s profiles, but the crucial question is whether they are truly motivating
employees or if they unconsciously create stressful work environments and
unhealthy competition
Compared to
foreign workplaces, employees in the Sri Lankan context tend to build strong
interpersonal relationships and maintain close social connections with
colleagues. They place greater value on teamwork and informal interactions,
which often create a sense of belonging within the workplace. Moreover,
collaboration, harmony, and interpersonal ties are deeply valued in Sri Lanka’s
collectivist cultural setting.
However, when performance is assessed through
competitive or purely quantitative measures, employees may feel frustrated and pressured
to outperform their peers rather than be collaborative. As a result, employees'
morale declines, and they feel the appraisal process is biased, unfair, or favoritism-based. This situation increases anxiety, weakens motivation, and hinders career development.
According to my HR experience, certain employees have
a tendency to perform better as the appraisal time approaches. Performance
reviews are frequently viewed by employees mostly as a means of defining their increments.
However, after the appraisal process, certain conflicts usually surface. Additionally, it's important to review some of the assessment
criteria if reflect the objectives of the current status of the relevant
business.
- Evaluator must be well trained first
- Should be consider qualitative as well as quantitative data
- Tow-way feedback
- KPI's should be set up align with the company's culture
In conclusion
Now is the time to
transform the traditional annual performance appraisal system into a continuous
culture of coaching and development.
Some companies have improved the traditional annual review method by implementing monthly, quarterly, or even weekly check-ins, which are typically conducted through short meetings or informal coffee chats. (“Is it time to do away with annual performance appraisals?’’, 2016).
Rather than being a source of anxiety, performance management in Sri Lankan organizations should be adjusted to reflect local cultural values. By aligning international systems with Sri Lanka's unique workplace contexts and values, employers can transform performance reviews from anxiety-driven checklists into meaningful opportunities for employee development and organizational success.
Reference
Vulpen, E. (N.D.).
AIHR What Is Performance Management? The Complete Guide. [Online]
Available at: https://www.aihr.com/blog/what-is-performance-management/ [[Accessed on November 4, 2025].
Is it time to do away with annual performance
appraisals? (2016, January 04). DAILY FT. [Online]
Available at : https://www.ft.lk/Columnists/is-it-time-to-do-away-with-annual-performance-appraisals/4-515565 [Accessed on November 04, 2025]
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ReplyDeleteThis is a thought-provoking and well-contextualized blog that captures a real HR dilemma: whether performance management systems drive accountability or create anxiety among employees. You’ve successfully localized the discussion to Sri Lanka’s workplace culture, which adds authenticity and relevance. The piece demonstrates a good grasp of HR theory and practice while also raising critical questions about how global systems translate into local realities.
ReplyDeleteThank you Nilanka. It is time to move from traditional performance systems to innovative system. Filling a long questioners in appraisals is not only a successful method.
DeleteThis is a crucial question for HR practitioners. If performance management is causing anxiety rather than improving alignment with organizational goals, maybe the problem is the metrics themselves. Are we measuring effort, results, or just compliance? Perhaps Sri Lankan companies need to rethink not just how they evaluate employees, but what they’re measuring in the first place
ReplyDeleteYou brought up a crucial aspect. Many companies place a lot of emphasis on compliance-based measures, which can put pressure on them without actually improving performance. Performance management could become more equitable and inspiring by moving towards more significant, outcome-focused metrics.
DeleteThis is a very thoughtful blog that highlights the challenges of performance management in Sri Lanka. It clearly shows that fair and meaningful appraisal systems are essential to motivate employees, support collaboration, and align individual efforts with organizational goals.
ReplyDeleteI appreciate your insightful comments. Building trust and improving performance do actually depend on meaningful and open appraisal processes. The organisation as a whole gains when workers believe the process is equitable and linked to actual objectives
DeleteThis analysis critically examines the tension that exists in Sri Lanka between Performance Management (PM) as a source of anxiety and a tool for accountability. It rightly argues that PM systems must be culturally adjusted to reflect the collectivist values of the country in order to maintain employee morale and teamwork. This entails choosing a continuous coaching and development culture over strictly competitive, quantitative metrics.
ReplyDeleteI appreciate your thoughtful viewpoint. For fairness and efficacy, performance management must be modified to accommodate Sri Lanka's collectivist workplace culture. Accountability may be maintained while teamwork is strengthened with a coaching-oriented approach
DeleteThis is a great insight. Adapting performance management to Sri Lankan cultural values is especially important , it helps make feedback more meaningful and less stressful for employees. A more frequent, people centered approach can truly improve development and engagement.
ReplyDeleteGreat read! It really highlights the fine line between keeping employees accountable and causing unnecessary stress. Finding the right balance in performance management is key for a healthy workplace."
ReplyDeleteAs someone working in hospitality, I found this article very relatable. In hotels, performance management is often tied to guest satisfaction scores, service standards, and teamwork. While accountability is important, I’ve seen how overly rigid appraisal systems can create anxiety among staff who already work in high-pressure environments. In our industry, collaboration and morale are everything—one anxious employee can affect the whole guest experience. What really works is continuous coaching, recognition of effort, and informal feedback that builds confidence. Performance management should feel like guidance, not judgment, so that employees stay motivated to deliver genuine hospitality
ReplyDeleteWith my previous experience in the hotel industry, I strongly agree with you. One guest's comment can drive the organisation's reputation up or down. Therefore, staff are under top pressure in guest relations. Continues coaching, in-house ongoing training, training for stress management are most important areas than Annual performance evaluation.
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