Managers are often concerned about the unclear link that exists between their perception of their performance and others' evaluation of it. This link can be particularly worrisome when the latter is less favorable than the former. This article focuses on the impact of the trust that the managers develop with their colleagues and superiors on performance evaluation. Although trust represents an important feature of inter-personal relationships, its influence on performance evaluations remains largely indeterminate.

Performance evaluations remain one of the biggest sources of anxiety in modern organizational life. The current generation of managers are evaluated more often and rigorously than any of their predecessors. A culture of assessment has emerged in quality-driven organizations that place a premium on benchmarking, measurement and performance evaluations. Managers focused on rewards and career advancement are understandably concerned with how their performance is evaluated by others, particularly when it is less favorable than their own evaluation. However, developing meaningful insights about performance evaluations can be a complex endeavor and accurate prediction even more tenuous because they are shaped by a complex combination of objective indicators of performance and subjective interpretations of the evaluators.

Managers, perception,performance evaluation, inter-personal relationships, organizational life,benchmarking, measurement,career advancement,complex endeavor,accurate prediction,subjective interpretations.