Managers and the Performance Evaluation Process

Introduction

The performance evaluation is an important part of management, but managers themselves can be reluctant to perform this task. One of the reasons why is that it requires the manager to be critical with respect to how an employee is doing. Even though metrics exist and the process should be relatively clinical, there is still a touch of humanity that runs through; if the performance evaluation goes well, both manager and employee can be happy. But if it goes poorly, hurt feelings and frustration can be felt on both sides. It can create rancor and low morale in the workplace if it festers. This paper will look at this topic from various sides, such as what traits make an effective manager with regard to this process, elements of a successful performance review, and what an evaluation may look like.

Why Some Managers Dislike the Performance Evaluation Process

Performance evaluations are supposed to help with employee development (Aguinis & Burgi-Tian, 2021). However, because they directly impact a workers job and therefore life they can be riddled with anxiety for the worker and very uncomfortable for managers. Some managers dislike the potential for personal and professional conflict that can come from discussing performance issues with employees (Ferguson et al., 2021). They see the process as necessary but at the same time somewhat counter-productive in terms of building camaraderie and morale. Some managers lack of proper training in delivering feedback effectively, which leaves which puts them in a poor spot when it comes to conducting evaluations. Additionally, in fast-paced work environments, the performance evaluation can be seen as a drag, something that takes time out of the day to go over points that should already be obvious to all. Added to this is the fact that some managers believe that performance evaluations are too subjective, and they dislike being the ones to assign ratings or make judgments about another persons performance (Murphy, 2020). Plus, if feedback is not consistent, and the process of the evaluation is not transparent, it makes the whole thing feel arbitrary and unconvincing (Murphy, 2020). Overall, the research presents a mixed bag of findings about the performance evaluation; some of it supports the process, and some of it suggests the process should be done away with, as Murphy (2020) argues. However, with that in mind, one can highlight certain traits and elements that when combined can help a manager be better at conducting successful performance evaluations for employees.

Traits of an Effective Manager

An effective manager will invariably be one who has strong communication skills and is consistent with regular feedback (Camilleri, 2021). Empathy is also important, as it helps them to have a better chance of understanding and respecting their employees. Decisiveness helps with making good, informed decisions when needed (and not delaying them). If they flexible, it is another plus, as managers who are rigid tend to cause others to chafe especially when situations call for adaptation. If they can maintain and communicate a vision of where the team is heading, this can support the...…In a changing business environment, adaptability supports the meeting of goals.

8. Professional Development

Evaluation Criteria: Engagement in training, workshops, or courses and application of new skills or knowledge in the role (measured by workshops/training sessions attended and completed).

Correlation to Organization's Objectives: Continuous learning and development facilitate the development of new skills for growth.

What Makes a Quality Evaluation Form/Process:

The evaluation should align objectives with performance measurement criteria. Each criterion should correlate directly with the broader goals of the organization. Moreover, the criteria should be clear, objective and specific, leaving no room for ambiguity. Subjectivity really should not be part of the process. The form should be designed to keep subjective judgments and perspectives to a bare minimum. Metrics should be doing all the work. This means the form should focus on measurable outcomes. Apart from evaluating, there should be a section for feedback, to make sure the employee understands both strengths and weaknesses in his performance. Every worker should get the same form, so that everything is fair. Plus, if the organizations needs change, the form should be updated to reflect that change. Finally, there should be a two-way flow of communication between the manager and the employee.

Conclusion

In conclusion, a good performance evaluation form is a tool for aligning employee performance with organizational objectives. It should help the manager navigate this process more easily, but the manager should also have some training in emotional and social intelligence, and how to conduct the process. Eliminating the subjective aspect and relying on objective metrics makes it more palatable to all, and with good…