Managers and workers alike are often conflicted about the yearly performance review season.

However, recent developments in both HR thinking and technology have pushed executives to reconsider their performance management techniques.

HR departments are frequently prescriptive in terms of performance evaluation methods and timelines. It may be a time-consuming procedure for managers, especially those with a large number of direct reports. Employees frequently approach one-on-one meetings with apprehension, if not fear.

Every one of us has been there. Meetings with the manager were scheduled in uninspired conference room settings. There will be reams of boring, formal documentation to fill out. Stilted talks that seem to repeat itself year after year: a little good input on what's been done successfully and some high-level and, at worst, hazy recommendations on where you may improve.

It's not surprising, therefore, that the meeting is frequently finished with a sigh of relief from both parties, and the subject is placed on the back burner for another year.

In developing nations, there is a greater need than ever to investigate alternative, more modern ways to performance management. This is due to the fact that these countries usually have extremely fast-moving economies and highly competitive labor markets. As a result, employees anticipate rapid professional advancement and have little patience for time-consuming and complex bureaucratic processes.

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