The Reason Managers Dislike Performance Evaluation
The first reason that the managers hate performance evaluation is because they are never willing to give feedback to their employees. The only time managers give performance feedback is at yearly performance appraisal meetings. Apart from this, managers argue that they disregard performance evaluation on an individual basis. Instead, they focus on team building and conduct performance evaluations accordingly. Research tells us that managers do not favor performance evaluation because employees feel that employer’s assessment is what determines their designation, compensation and employment benefits. In such cases, employees fail to give attention to their productivity at work. Rather, they try to get closer to their employers so that their performance evaluation could be rated as much positively as possible. This situation, from all perspectives, is detrimental to an organization’s existence and corporate success .
Some managers hold an opinion against performance evaluation that it drives them away from real activities. Holding performance evaluation sessions consumes their valuable time and energy which could have been invested in innovating, planning, productive and goal-oriented work. Managers also argue that those new joiners tend to welcome performance evaluation whereas experienced employees hate it because they never want to be criticized. That is why; managers hate performance evaluation activities and consider it a total waste of time .
Traits of an Effective Manager in the Workplace
In the workplace, only those managers can become effective and successful who display positive mental attitude at all times. One of the best traits of effective managers is that they are able to manage their body language as well as emotions at work through emotional intelligence or intelligence quotient. Not only highly effective managers are straightforward but they are also soft spoken even in times of difficulties. Highly effective managers demonstrate maturity and are never driven by their emotions while in the workplace. Highly effective managers walk away silently once they feel that they are getting frustrated or angry.
Great managers support their employees at all times. They not only speak to their employees about their problems at work, but also share valuable feedback with them. Wherever necessary, effective managers invite active participation from employees working at all levels. In all, it is one of the important traits of effective managers that they are active listeners to the issues, problems and feedback sharing with all employees. Moreover, effective managers spend quality time with their employees to figure out what challenges and motivates the workforce for increasing their productivity at work .
Furthermore, as highly effective managers are driven by accountability, they empower employees to facilitate them in problem solving. Managers also understand that they can only win if their employees are able to advance in their career through skill development. That is why; highly effective managers provide full-time support to all personnel. In case any problem arises, highly effective managers hold face-to-face meetings for resolution as a team. In case of conflicts, managers assume neutral position to resolve the issue and bring both the parties together and agree with one another.
Managers who Struggle with Evaluation Process
Because managers do some mistakes while performing evaluation process, they are more likely to struggle in this regard. The first mistake due to which managers may struggle with the evaluation process is they think such a process is less important. Because of their procrastinating attitude to delay things and inability to emphasize process results is another reason for which managers are more likely to struggle in performance evaluation process. If managers are unclear and unrealistic about their evaluation process, they will lack an ambition about what needs to be achieved. Additionally, failure to pay attention to overall picture and inability to exchange feedback with others will cause managers to struggle with evaluation process.
Key Elements of a Successful Employee Evaluation Process
For an employee evaluation process to be effective, it must contain five key elements. Firstly, the process should be implemented consistently and should never be abandoned or discontinued at any point of time. Secondly, an effective evaluation process dictates the reason for which such an evaluation is performed. In other words, clear objectivity and employee performance measurement is another trait of effective evaluation process.
Thirdly, effective performance evaluation process should be based on accurate performance records and follow-up. The fourth effective element of evaluation process is that it should be revealed to everyone in the organizational setting, including the new joiners. If evaluation process is able to clearly communicate expectation from every employee right from the start, it would be easy for new joiners to analyze what their employers expect them to achieve. Lastly, an effective evaluation process should be able to carry out accurate and period follow-up for continuous employee development.
Conclusion
Managers hate performance evaluation process because they think of it as a time wasting activity since they focus more on team-based achievements rather than individual ones. Managers, who are effective in the workplace, are good listeners, support their employees, and assume neutral position while dealing with conflicts as well as exchange valuable feedback with employees. However, managers who procrastinate, have bad attitude, have no clear goals of evaluation and set unrealistic targets for employees tend to struggle with the evaluation process. Similarly, for an evaluation process to be effective, it must be consistent, communicated clearly, understood and followed-up periodically.
References
Cincotta, C. (2014, October 7). 7 Traits to Turn Good Managers Into Great Managers . Retrieved April 18, 2016, from Entrepreneur Magazine: https://www.entrepreneur.com/article/238129
Culbert, S. A. (2010, April 11). Yes, Everyone Really Does Hate Performance Reviews. Retrieved April 18, 2016, from The Wall Street Journal Newspaper: http://www.wsj.com/articles/SB127093422486175363
Thompson, D. (2014, January 29). The Case Against Performance Reviews. Retrieved April 18, 2016, from The Atlantic Magazine: http://www.theatlantic.com/business/archive/2014/01/the-case-against-performance-reviews/283402/
