Most performance appraisal processes encourage participants to create SMART objectives (specific, measurable, accurate, realistic, timely).  The idea came straight out of a belief in management by objectives - the belief that if you set stretch targets/goals for the year and monitor progress and reward success then the individual and organisation will move forward and achieve the strategic goals.

When you work on performance appraisals in a number of organisations, you find that not everyone can easily create SMART objectives.  You often then find people forcing their day job into an objective structure to comply with the process.  Nothing then follows from this process until the end of the year when the objective is reviewed.  Even if there are regular 1-1 meetings throughout the year they will not refer to the objectives as they were not truly driving activity.

I believe that SMART objectives only work in situations that suit mid to long term targets or project based activity.  For the many people for whom their role is repetitive and the requirement is to deliver consistent levels of quality or service creating an objective can be a trite activity.  Performance appraisals remain valid for this group of people but more on a competency and activity based review than objective based.

If you are not going to manage someone against their objectives - then don't set any.

Brendan