Why Do Some Managers Hate the Performance Evaluation?

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WhyDo Some Managers Hate the Performance Evaluation?

Institution’sName

Performanceevaluation involves reviews conducted on the employee routine withinthe business to ensure the determination of progress in a company. Itis an essential activity for most companies to assess the performanceand contribution of every employee. Although some businesses do notappreciate this process, they, however, conduct it because it is themost suitable way of assessment (Aguinis et al., 2011). In thisstudy, I will provide the reasons some managers dislike the processof performance evaluation, and discuss the qualities of a goodmanager and highlight the elements in an efficient review.

Managersabhor conducting this process merely because sometimes they do nothave profound knowledge of their employees. I impart that themanagers who know little of their employees never keep daily recordsof their activities. Occasionally, the managers are not present inthe office to observe the behavior of their employees. Furthermore,the employees are not given the means to record their dailyaccomplishments. In the long run, the managers have to rely on whatothers tell them of their employees (Aguinis et al., 2011).

Also,the managers feel that the process takes a lot of time. Theevaluation is exclusively the preserve of managers therefore, it isupon them to gather the facts needed to conduct the performancereviews. The managers are required to assess the input of eachemployee, the extent of their involvement, and determine otheraspects that are likely to affect their performance within the workenvironment. The managers often feel laden by these reviews as theyhave to design the methods required to rate the employees objectivelyand steadily impartially. It’s worth noting that the assessmentshave become a formality to pull together reliable data to fill outthe requisite forms. In essence, the employees receive nothing fromthe reviews except the overall scores for their yearly performance(Aguinis et al., 2011).

Itis significant to mention that during the appraisals, communicationis invariably prejudiced, that is to say, it is often inspired by themanagement. Hence, the employees express concern that their opinionsare never considered, and are not invited to share their view(Aguinis et al., 2011).

Companiesformulate various rating systems with the expectation that thesetools will aid the reviews to become more objective, owing to thebiased nature of the evaluations. Moreover, the managers enjoy thediscretion to determine the uncertainty in the performance of theemployees. It has been observed that the rating system creates animpression of neutrality when the truth is that employee enthusiasmdeclines when their contributions become quantified (Aguinis et al.,2011).

Duringperformance evaluation, there is a state of abundant nervousness andtension. Usually, it is because many companies do not prepare theiremployees for these sessions, subjecting them to walk into themeetings without any idea on their performance. Also, the employeesdo not receive comment from their managers on their performancethroughout the year. Thus, they are not informed on what areas theyshould improve in their work. I must say that the employees getuneasy and extremely defensive, especially when the outcome of thereview is concomitant to their pay (Aguinis et al., 2011).

Again,the managers do not organize well for the process. For instance, theprocess requires a face to face conversation between the employeesand the managers however, the managers appear accustomed to thestandardized layout that supplies a similar array of questions,supposing that all employees are alike. On many occasions, themanagers are not provided with enough support to deal with anextensive display of sensitive reactions. It is important to notethat managers fail to find out more about the employees triggeringhostility between them. Notably, employees treat the assessments withdisapproval because it does not represent the real nature of things.

Qualitiesof a good manager

Amanager should not find the evaluations a hectic and an unnecessaryprocess when they conform to the requirements of good managerialskills. Studies show that a manager should possess excellentleadership abilities. It further asserts that a real leader should beable to inspire confidence, delegate responsibility and offerdirection. He should exercise strong communication skills. It isvital that he is able to correctly demystify, have a goodcomprehension of the company’s vision and relate it to theemployees to maintain productivity. Also, a manager has the aptitudeto adapt to the changes in the circumstances of the performance ofbusiness. In laying emphasis, a manager should be able to developother people. A manager improves other people to ensure they arebetter at their job, which in turn increases the returns of a company(Kohail et al., 2016).

Elementsof an effective appraisal

Itis imperative to understand the elements of an effective performancereview. Firstly, an evaluation should be consistent. The companyshould enforce a steady method of assessment. In illustration, theevaluation should be apportioned to more shortened periods so thatmini-assessments are conducted maybe after three months. The managershould inform employees what is expected of them after suchevaluations.

Secondly,a proper review involves training everyone. The assessors and theemployees need to understand their role in the whole process so thatresults achieved are genuine and reliable (Phillips et al., 2016).

Thirdly,the review should employ an effective method of record keeping. Itis vital to base the appraisal on the regular performance of eachemployee for the entire period. Also, the expectations of the companyshould be set earlier during the employment stage, and the employeeseducated on the evaluation process. Finally, a suitable reviewrequires the managers to examine the performance of employees(Phillips et al., 2016).

Inconclusion, the appraisals form part of a company’s significantactivity. Periodically, a company through its managers should conductthe evaluations to determine progress and honest contributions fromthe employees.

Reference

Aguinis,H., Joo, H., &amp Gottfredson, R. K. (2011). Why we hate performancemanagement—And why we should love it. BusinessHorizons,54(6),503-507.

Kohail,Y., Saida, Y., Obad, J., &amp Soulhi, A. (2016). The Qualities of aGood Manager… What Does It Mean? Lessons Learned from theUndergraduate Business Students’ Perception in Kingdom of Morocco.InternationalJournal of Business and Management,11(8),86.

Phillips,J. J., &amp Phillips, P. P. (2016). Handbookof training evaluation and measurement methods.Routledge.

Confidential EmployeePerformance Evaluation

Employee

Job

Reviewer:Review

JobPerformance

EvaluationItem Service Rating

  1. General quality of work

5

4

3

2

1

  1. Dependability

5

4

3

2

1

  1. Job knowledge

5

4

3

2

1

  1. Communication Skills

5

4

3

2

1

  1. Personality

5

4

3

2

1

  1. Management Ability

5

4

3

2

1

  1. Contribution to Group

5

4

3

2

1

  1. Productivity

5

4

3

2

1

  1. Achievement of goals

5

4

3

2

1

  1. Other:

5

4

3

2

1

5-Excellent 4- Very good 3- Good 2-Fair 1- Poor

Performance summary

What are the employee’s strongest points?

What are the employee’s weakest points?

What can the employee do to be more effective or make improvements?

What additional training would benefit the employee?

Employee Feedback

What are your most important accomplishments over the past year?

What are your weakest areas and how could you improve

What are your supervisor’s strengths and weaknesses?

Other concerns you would like to discuss.

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