The purpose of conducting the document analysis was to visually compare various performance review documents with topical literature noting the exclusion of language that identifies and measures organizational citizenship behaviors among employees informal performance evaluation processes. A document analysis consisted of reviewing 56 publicly accessible, recent, and random performance review documents and 30 peer-reviewed journal articles identifying terms related to organizational citizenship behaviors. The expectation was to support the argument that most publicly accessible organizational performance evaluation documents exclude any significant terms related to organizational citizenship behaviors exhibited by employees. Findings from the document review supported the research inquiry of exclusion of terms listed in historical literature generally related to organizational citizenship behaviors in current performance evaluations. The inclusion of terms related to organizational citizenship behaviors in literature was extremely high. Emerson’s social exchange theory provided the theoretical foundation for the research. Podsakoff’s organizational citizenship behavior research was the principal impetus for comparison of performance evaluations and current literature, focusing on related terms for organizational citizenship behaviors in the workplace. Implications are that the belief and feeling of employee value, as based on formal performance evaluations, requires organizational leaders to provide a document worthy of measuring all aspects of expected and unexpected work behaviors. This paper addresses a need for organizational leaders to revise formal performance evaluation documents to ensure altruistically and above and beyond citizenship behavior terms from the literature are also part of the reward and recognition process. Changes in the formal performance evaluation process are necessary for future organizational success. Keywords: Altruism; Organizational Citizenship Behaviors; Performance Evaluations; Recognition and Rewards; Social Exchange Theory.

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The goal of this research was to obtain feedback and perspectives from human resource experts regarding the applicability of a newly created performance evaluation document. Reviewed literature includes sources indicating the documentation for employee performance evaluations have not been revised in decades. No recent literature was found regarding updating performance evaluations. Through an exploratory case study, human resource experts helped discern the need to update performance evaluation documents, including the 11 most recognized organizational citizenship behaviors. Purposive and snowball participant selection comprised five qualifying human resources subject matter experts representing healthcare, business, retail, manufacturing, and education from various cities in the United States. Findings revealed the need for organizations to update performance evaluations from the current antiquated and generic documents that only measure basic job-task performance. The outcome was agreement that human resource leaders should update their performance evaluation document to Exhibit B. Results empirically confirmed human resource leaders would support an updated performance evaluation document, substantiating my argument that the newly created performance evaluation document would be beneficial to everyone by fully recognizing and measuring the value of all employee contributions in the workplace.

When selecting my topic focused on leaders recognizing employee contributions during performance reviews for my doctoral dissertation and post-doctoral research and publications, one book continued to appear in my reviewed article file Samuel A. Culbert’s: Get Rid of the Performance Review! How Companies Can Stop Intimidating, Start Managing-and Focus on What Really Matters. Although I cited this book in my dissertation and a subsequent journal publication to substantiate at least one dissenting perspective of the need for employee performance reviews, I struggled to fully understand Culbert’s perspective of this organizational process. A recent re-read of “Get Rid of the Performance Review!” prompted me to write a review and explain why I disagree with 99.9% of Culbert’s now antiquated opinion and why I believe his suggestion is impractical for organizational wellbeing.