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Purpose This paper aims to advance the view that employees should be allowed to evaluate their supervisors, with a review of these evaluations by the next level of management. Design/methodology/approach Draws on reflections from a workshop in which members of the workforce shared their concerns about the arbitrariness of supervisors in judging their performance, and these employees' lack of power and influence to critique the supervisor's performance in return. Findings Shows that, even in workplaces that claim to have initiated mechanisms for employees to evaluate their supervisors, these often fall short, either because employees have to place their names on their evaluations or because supervisors hand pick the employees who take part. Practical implications Contends that reciprocal reviews would improve the performance of supervisors. Originality/value Details a useful role for HR in the reciprocal‐review process.
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