The performance evaluation method has become a subject of debate both in the scholar and business spheres. The process involves employees or managers preparing the reports for workers of higher rank, where they describe their achievements according to previously stated guidelines that correspond to the company’s objectives. As cited in Longenecker and Fink (2017), numerous organizations have used the evaluation, “providing a platform to discuss and achieve performance improvement and employee development” (p. 1). Various staff members nourish hatred towards it, which provokes failures in the firm’s work efficiency. The reasons for the practice rejection lay in the deficiency of traits needed for the assessment and improper approaches to the formulation of its principles.
The negative feelings relating to the performance evaluation may be caused by the general communication problems between executives and employees and their personal characteristics. First of all, according to Trost (2017), managers that view the assessment as an exhausting task are simply not as professional as their company demands. They tend to work on their reports with the least effort possible so that to complete what the executive has told them to do and return to the primary mission. They may not entirely comprehend the goal of the reports, undermining the meaning of the practice as a result.
However, HRs who had not delivered clear definitions or purpose of the appraisals can be precursors of such misunderstandings. Additionally, the expectations of HRs promoting the company’s improvement are frequently too high, whereas achievements discussed on the evaluation do not match them (Trost, 2017). Subsequently, this situation induces guilt for underperformance among managers and consolidates their negative attitude towards reports. Therefore, the people-related factors create and corroborate strong feelings regarding the evaluation.
Next, managers may be hostile to the assessment practice due to its improper structuring and implementation by top executives. In research from Longenecker and Fink (2017), various unfavorable consequences of the wrong approach to the method are cited. The following are among the most important: “damage to the manager-subordinate working relationship; de-motivating and frustrating employees and their managers; … damaging the link between employee performance and rewards” (Longenecker & Fink, 2017, p. 2).
The major mistake leading to such problems is a lack of consideration about the external and internal factors that influenced the productivity of a manager. Unpredictable changes and an uncontrollable environment may reduce the achievements of the staff severely. Thus, the system can prove ineffective and disturbing for managers if its foundations are not laid with forethought.
The roles of managers in the performance evaluation are dual; hence, the traits required for productive work and business communication are ample. First, managers report to the executives, conducting the work that needs to be assessed themselves. For such a task, an individual should be attentive to the requirements from the headquarters, know and conceive the company’s strategy, and accept criticism. Furthermore, according to the feedback from the appraisal, one needs to be ready to improve his or her performance to contribute to the firm’s profits. In addition to the role of a subordinate, a manager controls the performance of other employees and organizes the evaluation process for them.
Competent managers from the research of Rus et al. (2019) perceive the essential traits for their job “self confidence, responsibility, auto-control and psychological well-being” (p. 119). These are more dominant than empathy and compassion viewed as sources of incoherence. Nevertheless, comprehension of other human problems or the environmental influences on their progress is vital for correct evaluation that would enhance the workplace. In brief, the effectiveness of managerial staff depends on their accountability, perceptivity, readiness for changes, and confidence.
As multiple managers still suffer from incapacity to provide reports for the evaluation or feel significant pressure preparing it, instructions and studies are produced in abundance. To illustrate a guide, Trost (2017) states that a manager “must always start a performance appraisal positively, then add the criticism, before once again concluding on a positive note” (pp. 2–3). Further, communication skills are frequently being taught in such profiles. It is crucial for an individual to assess other people’s work to present it properly to motivate employees instead of demoralizing them. The main issues generally emerge in evaluating unproductive workers as they may not always agree with the criticism. In brief, managers can obtain the resources needed for proper appraisals if they lack knowledge or experience.
Moreover, the effective evaluation system consists of several components developed and implemented by executives and managers. Indeed, the most import is to acknowledge the goal for the assessment and explain it to each staff member to avoid misunderstandings. Next, the managerial team, counseling with the executives, should identify the firm’s intentions and how these could be maintained with the available skills and abilities of the employees. Accordingly, the staff, including employees, is to describe the actions required for correct evaluations, forms, and frequencies of their supplying. After that, managers would finish the organizational tasks and guide employees in procedures related to the assessment. Additionally, the managers should be trained for proper performance as well (Longenecker & Fink, 2017).
After the system has been developed, the success of its implementation depends on managers’ preparedness for the sessions. Indeed, the well-planned set of requirements concisely stated goals and tasks influence the firm’s productivity thoroughly. However, the execution of the evaluation determines the further development of a company’s strategy and the appraisal system. For the managers, planning meetings with employees is the critical factor of success (Longenecker & Fink, 2017).
Before this process, an individual must read all the reports attentively, compare the achievements with set goals, consider the reasons that might have negatively influence the work, and analyze the data. Moreover, speech with appropriate language should be written or at least planned. In sum, to fulfill the purpose of the assessment, the managers should dedicate their main efforts to planning.
Finally, the description of an evaluation form based on the provided research is applied. For example, in a company whose goal is a safe business environment and enjoyable work process, the objectives would be establishing trust between executives and employees and building conditions for business-related communication. Thus, the form would include the rate of participating in collective activities and training. The criterion of active engagement in the company’s events related to the tasks corresponds to the goals of raising mutual trust and enhancing the coherence of the staff.
To conclude, incompetent managers can cause a rise in dissatisfaction of employees as to the executive approaches. For many managers, it is difficult to address the issues of the workers’ performance. Some of them set requirements that are not consistent with the firm’s resources, resulting in negative indicators during the evaluation. To prevent this and facilitate the direct reports, managers should obtain appropriate skills, considers the conditions of the employees’ workplaces, and plan the assessment sessions thoroughly.
References
Longenecker, C., & Fink, L. (2017). Lessons for improving your formal performance appraisal process. Strategic HR Review, 16(1), 32–38. Web.
Rus, M., Tasente, T. ă., & Sandu, M. L. (2019). Study regarding the perception on the personality traits in managerial decision making. Journal of Danubian Studies and Research, 9(2), 111–120.
Trost, A. (2017). The end of performance appraisal: A practitioners’ guide to alternatives in agile organisations. Springer.