In theory, annual performance reviews are constructive and positive interactions between managers and employees working together to attain 　1　performances and strengthen the organization. In reality, they often create division, 　2　morale, and spark anger and jealousy. 　3　, although the object of the annual performance review is to improve performance, it often has the 　4　results. A programmer at a brokerage firm was 　5　to learn at her annual performance review that she was denied a promotion 　6　she wasn't a “team player” What were the data used to make this 　7　. She didn't smile in the company photo. 
　　　8　this story might as if it came straight out of a comic strip, it is a true 　9　of one woman's experience. By 　10　 a few tips and guidelines from industry analysis, this kind of ordeal can be avoided. 
　　To end the year 　11　 a positive and useful performance review, managers and employees must start the year by working together to 　12　dear goals and expectations. 
　　It may be helpful to allow employees to submit a list of people 　13　with the company who will be in a good position to 　14　their performance at the end of the year; these people may be coworkers, suppliers, or even customers. 
　　By checking 　15　progress at about nine months, managers can give them a chance to correct mistakes and provide 　16　to those who need it before the year is out. When conducting the review, managers should 　17　strengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame. 
　　　18　, when employees leave their performance reviews, they should be focusing on 　19　they can do better in the year 　20　, not worrying about what went into their files about the past.