Performance evaluation will not die, but it should Kevin R. Murphy Department of Work and Employment Studies, University of Limerick, Ireland Correspondence Kevin Murphy, Department of Work and Employment Studies, University of Limerick, Plassey Road, Castletroy, Limerick, Ireland. Email: kevin.r.murphy@ul.ie Abstract A wide range of systems for evaluating performance have been used in organisations, ranging from traditional annual performance appraisals to performance management systems built around informal, real-time evaluations, and these systems almost always fail. Rather than continuing to make cosmetic adjustments to this system, organisations should consider dropping the practice of regularly evaluating the performance of each of their employees, focusing rather on the small subset of situations in which evaluations of performance and performance feedback are actually useful. Four barriers to successful performance evaluation are reviewed: (a) the distribution of performance, (b) the continuing failure to devise reliable and valid methods for obtaining judgments about performance, (c) the limited utility of performance feedback to employees, and (d) the limited utility of performance evaluations to organisations. In this paper, I propose ways of managing performance without relying on regular performance evaluation, refocusing managers' activities from performance management to performance leadership. Based on your understanding of the attached article do you agree or disagree with the author's stance that performance evaluation should be abolished? Why? Additionally, what potential benefits and drawbacks do you see in implementing a more continuous feedback-based approach to performance management, as suggested by the author? Provide examples or evidence to support your arguments