Time to Review Workplace Reviews?

By
TARA PARKER-POPE

After years of studying the ill effects of workplace stress, psychologists are turning their attention to its causes. Along with the usual suspects — long hours, bad bosses, office bullies — they have identified some surprising ones.

The focus on workplace health comes as worker satisfaction in the United States appears to be at an all-time low. The Conference Board reported recently that just 45 percent of workers are satisfied with their jobs, down from 61 percent in 1987. The findings, based on a survey of 5,000 households, show that the decline goes well beyond concerns about job security. Employees are unhappy about the design of their jobs, the health of their organizations and the quality of their managers.

A number of studies have

documented the health toll of workplace stress, showing that unhappy workers are at higher risk for heart problems and depression, among other things. This month, Danish researchers reported on a 15-year study of 12,000 nurses finding that nurses struggling with excessive work pressures had double the risk for a heart attack. And a British study tracking 6,000 workers for 11 years found that those who regularly worked more than 10 hours a day had a 60 percent higher risk for heart disease than those who put in 7 hours.

Samuel A. Culbert, a clinical psychologist who teaches at the Anderson School of Management at the University of California, Los Angeles, says too many people work in a “toxic” environment, and the title of his new book (from Hachette) throws a spotlight on one of the culprits: “Get Rid of the Performance Review!”

Annual reviews not only create a high level of stress for workers, he argues, but end up making everybody — bosses and subordinates — less effective at their jobs. He says reviews are so subjective — so dependent on the worker’s relationship with the boss — as to be meaningless. He says he has heard from countless workers who say their work life was ruined by an unfair review.

“There is a very bad set of values that are embedded in the air because of performance reviews,” he told me.

Not every expert agrees that reviews should simply be abolished. Robert I. Sutton, a Stanford University management professor, says they can be valuable if properly executed. But he added, “In the typical case, it’s done so badly it’s better not to do it at all.”

Frank Cordaro, 56, of Ontario, N.Y., said years of good performance were undone by one bad review from a new manager. He refused to sign the review and ended up taking medication to cope with the anxiety and stress at work. Eventually he lost his job.

“It played hell with my physical health, my mental health, too,” said Mr. Cordaro, adding that he is much happier since he started his own business. “When you’re always fearing for your job, it’s not a good situation.”

Gary Namie, director of the Workplace Bullying Institute in Bellingham, Wash., says office bullies have been known to use performance reviews to undermine a worker.

“I say, ‘Throw it out,’ because it becomes a very biased, error-prone and abuse-prone system,” said Dr. Namie, the author of “The Bully at Work” (Sourcebooks, 2000). “It should be replaced by daily ongoing contact with managers who know the work and who can become coaches.”

Mark Shahriary, president and chief executive of Lucix Corporation in Camarillo, Calif., said he stopped doing performance reviews after witnessing the emotional havoc they created for workers at his previous job. “People confuse the review with who they are,” he told me. “If they get a review saying, ‘You’re not effective at work,’ they would hear, ‘You’re not effective as a person.’ ”

Another area of interest in workplace health is “destructive leadership,” which studies the role that supervisors play in the psychological health of their employees. Even if a workplace can’t eliminate stress, research suggests that employees cope better when they have a good relationship with their boss.

“If I’m consulting in an organization and there are morale problems, the first thing I would look at is the relationship with leaders,” said Robert R. Sinclair, an associate professor of psychology at Clemson University. “One of the findings we can be pretty confident in is that people who have more support from supervisors tend to do better in stressful situations.”

And bad bosses are an enormous source of stress. In one British study of nurses, workers who didn’t like their supervisors had consistently elevated blood pressure throughout the workday.

Although there is little an individual can do about such a boss, the American Psychological Association offers some tips, including finding a mentor within the company to discuss strategies for dealing with a problem supervisor.

The association notes that one of the hazards of such a relationship is self-defeating behavior, like submitting poor work or waging a personal attack on the boss. For that reason, it says, workers need to focus on managing their own negative emotions.

But the reality is that employees are relatively helpless in the face of an abusive supervisor. Problems with a boss are among the most common reasons workers quit their jobs. Dr. Sutton, whose new book “Good Boss, Bad Boss” (coming from Business Plus) argues that good bosses are essential to workplace success, said skyrocketing health care costs should motivate businesses to focus on ways to lower stress.

“Who is the biggest source of stress on the job? It’s your immediate supervisor,” he said. “The pile of evidence coming out shows that if you want to be an effective organization or an effective boss, you’ve got to strike a balance between humanity and performance.”

Source: well.blogs.nytimes.com Share this post :