So while measuring performance might seems like a core job function, de facto it is not.
Also people that find this thread interesting should join Blind.
What is "Blind" ? Is it some sort of think-tank ?
If the manager has done a good job he/she has hired people that are more knowledge and experienced in their specialization fields then the manager. This is only true for "intellectual" work though, if the employees do physical work, like laying bricks, you can measure performance on how many bricks where laid.
For example, one employee might have spent 3 weeks carefully reading code to find a bug. Not a single code push for a whole month. And might not even have found the bug. But likely found lots of unused code that everyone been too scared to touch. So if you're measuring performance by LOC written, that person could end up on the nagive.
This goes double for the other concerns you mentioned: if you’ve created an incentive system where people commonly BS their way into promotions, that’s a major management failure.
