OMG! If you actually *measure* performance you can give concrete results to employees. To do this you must have specific goals and a measure for evaluating each goal without MBA-bull like "better communication with collogues". You were assigned to complete these programs, modules, routines, what have you and you did that, good. You created X bugs and fixed Y bugs. etc. etc. Nice thing about this is that you turn around and pass this up the chain in summary form and looks good for the whole group review because the higher ups love to see number even if they don't know what they are really saying. Add some min, max, and averages, maybe a chart and you have them amazed. Management can be managed sometimes, but only sometimes. I recall decades ago being in a high level meeting which asked how we can get more minorities and women hired into engineering positions? I asked why not hire every minority and women engineer that applies and find out how they do. There are so few of them it can't hurt and chances are they had to work so hard to get there they ought to be good. Oh, we could never do that. Even when you looked at the numbers of women applicants vs the hours interviewing all new candidates the numbers looked good. Too radical. I once made a job offer to a guy without consulting HR that had been rejected by all the other interviewers, it made HR quite angry, went all the way to the CEO. My answer to the CEO: anyone with that GPA from Stanford should be hired on the spot. The guy was an outstanding hire. These HR folks do need to keep changing it up so as to keep there jobs (how may throw-away slogans did you create this quarter?), just smile and get back to programming; you can always use feedforward as something to laugh about over beer.