Well, again, you don't know what you're talking about. For example (and this is just one example), teachers who were told that a particular pupil was a great performer almost automatically gave him good grades. While teachers who were told that the same pupil was a bad performer gave him bad grades... That's called the Halo effect.
Ah, and I see: Pupils getting constant grades automatically verifies the validity of grades. I'd love for you to present that particular argument to a professor in Statistics.
Well, what exactly do you mean by the word "performance"? How do you measure that? I mean, in Sales it would be pretty clear-cut: The profit you yielded for the company. However, you'd also have to define some kind of grading system there as well - I mean, what about the sales guy who got a foot in the door in one important market, but in order to do so, he had to offer a serious initial rebate?Lets flip this to the real world for a second. You have to rate 10 employees, you have challenges just like in grading. Do you throw up your hands and just mark pass fail and give high performers the same bonus/raise as an average performer? No that's retarded.
And how do you measure performance in Techsupport? In Development? In Marketing?
Take Development: Do you use a moronic measurement like LoC (Line of Codes)? In that case, I could easily triple my LoC by simply replacing:
x = (question == "test") ? true : false
by
if question == "test
x = true
else
x = false
end
Or you could base it on the number of tests you're writing (yielding a lot of "assert true" tests) And so on. Which means that every kind of metric is flawed in some way. And if you don't recognize the flaws, you'll be doomed to deal with sub-par metrics which don't actually reflect reality.



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