Modern organisations increasingly rely on Key Performance Indicators (KPIs), Key Result Areas (KRAs), and 360-degree feedback systems to evaluate employee performance. While these frameworks were originally designed to improve accountability and measurable productivity, excessive dependence on numerical targets and perception-based evaluations has created significant structural limitations in modern enterprises. This article critically examines how traditional assessment systems often measure visible activity rather than sustainable organisational value creation. The paper argues that KPI-centric cultures may unintentionally encourage short-termism, behavioural manipulation, innovation suppression, political alignment, and employee disengagement. In the AI-driven business environment, organisations require more adaptive and intelligent performance frameworks capable of evaluating strategic contribution, learning agility, behavioural intelligence, cost consciousness, and long-term value creation. The article proposes a conceptual framework called the Human Value Intelligence (HVI) Model, designed to integrate operational, behavioural, strategic, and adaptive dimensions of employee contribution. Case-based comparisons are presented to demonstrate the limitations of traditional KPI/KRA systems and the effectiveness of value-centric assessment approaches in modern organisational environments.