Why Managers And Performance Evaluation Process

According to research, majority of personnel hates the performance evaluation process from beginning to end. It is known that managers really hate the day to day procedures when it comes to finalizing a performance evaluation. In order to be an effective manager, they will need to have the distinguish traits. This paper will explain if there is a profile need for a manager that struggles during the performance evaluation process. Now on the other hand, it is important for managers to understand the key elements of the performance evaluation process. The main reason that many managers hate the performance evaluation process initially is that it’s aggravating.

In the article, “Yay, It 's Time for My Performance Review! (Said No One Ever),” the question is whether the historical annual performance review is effective. Many major companies, such as General Electric, have done away with the annual reviews because they are only done once a year, they fail to understand an employee’s view/ideas and the review do not give qualitative feedback (Alabama Public Radio, 2016).

Performance evaluations are important parts of all employees and managers tools to ensure positive actions are rewarded while negative actions can be evaluated and fixed to decrease problems in the future. Performance evaluations benefit supervisors and employees by identifying how to bring out the employees best attributes for the company (Hamlett, nd.). Evaluations provide a look at how a worker is doing compared to earlier reviews of their skill, knowledge, initiative and participation in the company’s vision (Hamlett, nd.). Introducing performance review evaluations is important to most organization for the success of their organization and the advancement of its employees. Performance evaluations provide a way for managers and supervisors to manage the performance of an organization and the people who make of the human resources of the organization (McCarroll, nd.). When implementing a new system it is important to understand the process must be realistic, challenging, yet attainable for performance expectations and standards to be successful for employees and the organization (McCarroll, nd.). Balanced scorecards are utilized in performance evaluations to essentially provide a way for organizations to align their strategic plans with day to day operations (Balanced Scorecard Institute, 2015). Balanced scorecards look at traditional financial measures, which are past events and long-term investments like

Performance assessments are ingrained in many businesses and used as a way to determine pay for performance. This evaluation format according to Daniel’s is because there is not a better option available and that they are often well defined ad thus should not be used. Furthermore, all sources agree that conducting a performance assessment has negative emotional associations with staff. During a performance assessment, staff often received good and bad news. When money is directly tied to this association, staff often skimming over the good news and listening only to the bad as it indicates their potential pay raise or not.

Performance evaluations, when implemented properly, act as a tool for improving employee productivity, team performance and individual development. They can serve to raise self-esteem, increase motivation, strengthen relationships and foster ongoing communication and commitment (Simpson, 2001). I feel that these reviews play a critical role in the workplace and should remain a part of standard operating procedures, however many are beginning to disagree.

As stated by Peter F. Drucker, “Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.” Performance management is essential to achieving an organization 's mission statement and business goals, and also in attracting, retaining, and motivating qualified employees. There are many benefits and reasons why an organization should execute a performance management system. Performance appraisals establish the basis for qualifying, recognizing, and rewarding employee contributions. In this paper, I will discuss what performance management is, the problems with the current performance management system at my organization, how other organizations have succeeded in their performance management system and how I would advise management at my current organization to improve our performance management system.

Assessment is the on-going review by a line manager of the work an employee or a team has performed that is measured against expected outcomes. It is a two way communication channel that gives a shared understanding of what is to be achieved, it provides an opportunity to get employees to buy in to the process. It is a useful tool that can highlight development needs. It can highlight good practice, and bad practice and if there are deficiencies in the process, on either side. This means there is an opportunity to recognise achievement and where problems are identified, how these can be

The performance appraisal system used by our organization is done annually. The purpose of the review is for employee as well as manager, to aptitude performance from the past year relating to the specific responsibilities and objective of that employee. This gives the opportunity for managers to give feedback on the strengths and development areas that are summarized from that previous year. Employees must also use this opportunity to give feedback on how they can best perform and develop themselves. This

Performance reviews are designed to both evaluate general performance and measure progress around specific goals. Both negative and positive aspects are incorporated in these reviews as they should serve as a point of reference to both look back in evaluation and ahead in anticipation. Pulling back from daily demands in order to assess and review employee performance allows managers to focus their attention on specific departments and clarify what is high priority to their company. Performance reviews also act as an opportunity to acknowledge working staff and identify professional development which will further support the staff members’ career growth. Reviews are seen as a powerful tool that can be tied to a company’s overall success;

1. I do not agree with the statement that "If you have regular conversations with people, and they know where they stand, then the performance evaluation may be unnecessary." This statement could not be more absurd. The premise of the statement is that performance evaluation relates to the people performing the tasks, that the people can be trusted at their word ("Oh yeah, I'm doing well, boss.") and that performance evaluation has no other role than to determine employee rewards systems.

It’s that time of year where employees gather eagerly to receive their annual performance reviews! Oh wait, that doesn’t happen for you either? The thing about annual performance reviews is that no one enjoys or appreciates them. This is because a performance review conducted annually encompasses a year’s worth of work for a manager to judge, while neatly explaining their assessments within a few bullet points.

A manager is responsible for the work of their people, inasmuch as a consistently underperforming employee relies on the direction and feedback of an effective manager. Like it or not, the system of a performance cycle was put into place to force a manager to give feedback to their employees. Every year, managers have an opportunity to assess and then reassess their employee’s performance, and every year in kind, they fail to reach the mark. There are two things a manager does, or fails to do, that contribute to the success and failure of a performance cycle: fail to give real time feedback and midcourse correction when necessary and give honest feedback during the appraisal. By utilizing the steps of the Critical Incident Method they can attempt to add value back into the system. Business Dictionary online defines the critical incident method as, "Situation analysis technique in which actions or behavior of an employee (during, for example, a customer service event) is recorded and examined to ascertain the actual requirements of a successful operation” (BusinessDictionary.com). By consistently doing these two things, recording and examining behavior, value can be added back into the performance cycle.

In order for the design and administration of a performance appraisal system; to be effective; managers and employees must communicate on a regular basis. Allan and Rosenberg (1981) stated, “Performance appraisal system plays a number of roles in an organization that’s geared towards achieving the company’s goals and mission. Beginning at the corporate level, values, behaviors, and goals should be identified; these must support the company’s strategic mission and promote the success of the business. The basic purpose of performance appraisal system involves two parts, (1) an evaluation system, the evaluation

“Performance appraisal” is a discrete, formal, organizationally sanctioned event, usually not occurring more frequently than once or twice a year, which has clearly stated performance dimensions and/or criteria that are used in the evaluation process. Furthermore, it is an evaluation process, in that quantitative scores are often assigned, based on the judged level of the employee‟s job performance on the dimensions or criteria used, and the scores are shared with the employee being evaluated. (Angelo S. DeNisi and Robert D. Pritchard, 2006)

o Performance evaluations are formal review processes designed to encourage the informal day-to-day practice of performance management, while providing a framework in support of merit pay adjustments, promotion and employment decisions. Evaluating staff performance and helping employees develop their skills are important duties associated with performance management. Performance management begins with supervisors and employees collaboratively setting goals and standards, clearly communicating performance expectations and evaluating the results during the performance evaluation process.