Managers and the Employee Performance Evaluation Process

Introduction

The performance evaluation is an important part of management, but managers themselves can be reluctant to perform this task. One reason is that it requires the manager to be critical of how an employee is doing. Even though metrics exist and the process should be relatively clinical, there is still a human element involved. If the performance evaluation goes well, both manager and employee can feel satisfied. If it goes poorly, hurt feelings and frustration can arise on both sides, potentially creating rancor and low morale in the workplace if left unaddressed. This paper examines this topic from multiple angles: what traits make an effective manager with regard to the evaluation process, the elements of a successful performance review, and what a well-constructed evaluation form might look like.

Why Some Managers Dislike the Performance Evaluation Process

Performance evaluations are meant to support employee development (Aguinis & Burgi-Tian, 2021). However, because they directly impact a worker's job — and therefore their livelihood — they can be riddled with anxiety for the employee and deeply uncomfortable for managers. Some managers dislike the potential for personal and professional conflict that can arise from discussing performance issues with employees (Ferguson et al., 2021). They view the process as necessary yet somewhat counterproductive in terms of building camaraderie and morale. Some managers also lack proper training in delivering feedback effectively, which puts them in a poor position when it comes to conducting evaluations.

Additionally, in fast-paced work environments, the performance evaluation can be seen as a burden — something that takes time away from tasks whose outcomes should already be apparent to everyone involved. Added to this is the belief, held by some managers, that performance evaluations are too subjective; they dislike being the ones to assign ratings or make judgments about another person's performance (Murphy, 2020). If feedback is not consistent and the evaluation process is not transparent, the entire exercise can feel arbitrary and unconvincing (Murphy, 2020). Overall, the research presents a mixed picture: some findings support the evaluation process, while others suggest it should be abandoned altogether, as Murphy (2020) argues. Nevertheless, certain traits and elements can be identified that, when combined, help a manager conduct more successful performance evaluations.

Traits of an Effective Manager

An effective manager will invariably possess strong communication skills and provide consistent, regular feedback (Camilleri, 2021). Empathy is also important, as it enables a better understanding of and respect for employees. Decisiveness supports the ability to make well-informed decisions without unnecessary delay. Flexibility is another asset, since managers who are rigid tend to cause friction, particularly when situations call for adaptation. The ability to maintain and communicate a clear vision of where the team is heading can also support the process of achieving shared goals (Camilleri, 2021). Together, these traits position a manager to conduct evaluations more effectively and with greater confidence.

Conclusion

Aguinis, H., & Burgi-Tian, J. (2021). Talent management challenges during COVID-19 and beyond: Performance management to the rescue. BRQ Business Research Quarterly, 24(3), 233–240.

Camilleri, M. A. (2021). Using the balanced scorecard as a performance management tool in higher education. Management in Education, 35(1), 10–21.

Ferguson, H., Disney, T., Warwick, L., Leigh, J., Cooner, T. S., & Beddoe, L. (2021). Hostile relationships in social work practice: Anxiety, hate and conflict in long-term work with involuntary service users. Journal of Social Work Practice, 35(1), 19–37.

Murphy, K. R. (2020). Performance evaluation will not die, but it should. Human Resource Management Journal, 30(1), 13–31.