Quality feedback is essential for performance reviews to positively influence employees' behavior. This study explores two novel relationships between staff members' perceptions and employee performance. An analysis of personnel indicators suggests that the connections between performance evaluations of various forms of self-employment and personal development are mediated by employees' fundamental motivations and significantly influenced by their independence. This finding underscores the critical role of self-reliance in the relationship between overall performance and perceived performance improvements. It is crucial to highlight the implications of employee engagement in conjunction with independence and freedom. Incorporating employees with a high degree of independence into comprehensive performance reviews may enhance their confidence. The study concludes that while communication improves for employees whose independence is at risk, it deteriorates for those who are committed to maintaining their independence. The primary goal of this research is to compare two different models that link employee perceptions to performance outcomes. The relationship between perceived performance evaluations and actual performance is determined by employees' fundamental motives and is strongly supported by their independence. The most significant finding is how self-regulation measures the association between perceived enhanced performance ratings and actual performance. Consequently, the implications for fostering employee participation, independence, and freedom should be emphasized. This may encourage the use of performance appraisals that involve employees with high levels of independence. The study also summarizes that while relationships are positive for employees with lower independence, they are negative for those with strong autonomy.