Performance evaluations are one of the most feared and hated processes for managers as well as employees. Nonetheless, the process is detested by managers because the objective of the exercise is to abolish performance appraisals based on poor performance. According to (), performance appraisals were initially developed to increase employee performance (Sharma & Sharma, 2017). However, the demand for higher profits exercised by modern organizations has evolved the process into a means of employment stagnation. Employee stagnation is the personal growth limit of a specific occupation (Sharma & Sharma, 2017). Nonetheless, the notion has contributed to the high level of negative sentiments towards the process.
According to various researchers, there are specific reasons modern managers do not prefer performance evaluations (Sharma & Sharma, 2017). The first and most supported reasons are that most managers do not know their employees. According to Sharma and Sharma (2017), managers control or administer resources to achieve company goals. Managers also administer human resources, and most managers lack leadership skills. Effective managers must demonstrate employee leadership skills such as the ability to communicate with employees to motivate them, handle disputes, responding to feedback, and flexibility in problem-solving (Sharma & Sharma, 2017). However, the researchers’ study identified that modern managers had defined disconnect with the employees hence the dreaded performance evaluation.
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Another reason that managers hate performance appraisals is he due to the change in the workplace atmosphere. In numerous companies’ performance appraisals are conducted annually with the employees lacking any form of coaching. They review the manager’s performance by addressing feedback, job satisfaction, and the possibility of professional growth. If managers lack proper leadership skills, the responses will mostly be negative. However, the unknown nature of the appraisal results creates a stressful environment that can hinder performance. Finally, it is essential to note that performance appraisals are subjective. Each company employees its separate approach to the notion of performance appraisal. For example, according to Ohland et al. (2012), the BARS (Behaviorally Anchored Rating Scale) system is the most common benchmark employed on managers. Different analyses of the outcomes can result in objective sentiments.
Traits of an Effective Manager
The success of any organization relies heavily on the prowess of the manager. Poor management not only affects the overall performance of the organization but, most critically, the employees who are the min stakeholders. Numerous researchers have studied poor management and have been attributed to the low morale and quality of service offered. The effects of poor management impact the company’s bottom line, considering that most entrepreneurial organizations are small businesses with few managers. Alternatively, an effective manager can improve overall organizational performance. They demonstrate common traits that allow them to seek and develop their staff promoting development.
Leadership Qualities
Leadership qualities are among the most fundamental traits of an effective manager. According to the USSBA (U.S. Small Business Administration), by creating an environment that bolsters enthusiasm, emotional stability, and employee confidence, managers can effectively lead their employees (Sarwar & Rahman, 2017). Emotional connectivity with employees was determined as an essential aspect of effective leadership. It allows managers to develop a connection or relationship with employees making it easier for the workforce to have issues addressed (Sarwar & Rahman, 2017). Manager engagement in employee issues reduces disputes and increases productivity.
Communication
As previously mentioned, communication is an essential aspect of leadership, which are skills that managers require. Effective managers should have developed communication channels that allow for effective interaction with employees, other lower-level managers, and clients. Though communication is essential, listening skills are critical for practical (Sarwar & Rahman, 2017). Effective managers must demonstrate active listening skills; it demonstrates the qualities of a caring leader. It is vital to note that listening skills can take various forms, such as understanding nonverbal communications (Sarwar & Rahman, 2017). Effective managers appreciate the notion that their actions set examples for employees to follow.
Planning and Organizing
Effective managers are organized; they are aware of the duties that require execution and the time they are needed. By planning and organizing, effective managers can comprehend the company's goals and objectives (Sarwar & Rahman, 2017). Additionally, they can effectively exploit the human resources available to complete the task. By employing effective communication strategies, efficient managers can plan for varying duties depending on the industry while maintaining minimal expenditure.
Problem Solving Skills
Organizations always face different problems, and it is the manager's responsibility to employ effective problem-solving skills reducing time wastage. Time is an essential resource for any company, and regardless of cause and situation, the manager must devise the most effective solution (Sarwar & Rahman, 2017). Additionally, problem-solving skills must demonstrate ethical considerations, specifically when a problem-solving strategy fails. By accepting the error, managers act as role models for employees to emulate (Sarwar & Rahman, 2017). By promoting ethical behavior in problem-solving managers demonstrate responsibility and creativity.
Traits of an Ineffective Manager
According to Aboyassin & Abood (2013), high employee turnover rates are mostly caused by poor management. The type of leadership and administration demonstrated by a manager has significant implications for their overall performance appraisal. Ineffective managers isolate themselves from the working staff and only interact with upper management (Quinn et al., 2015). They demonstrate similar traits, such as lack of employee appreciation or recognition (Aboyassin & Abood, 2013). It was previously mentioned that managers must demonstrate that a leader's qualities and appreciate employees play a critical role in leadership. Managers who fail to recognize employee performance induce low morale and poor performance. Another trait is unrealistic targets; managers who fail to communicate with their subordinates overestimate their performance and results in unrealistic targets (Aboyassin & Abood, 2013). Due to the lack of communication, concerns over the impractical task cannot be shared. Finally, ineffective managers are poor listeners; in the previous section, active listening was a critical trait of an effective manager. Poor listening skills not only reduce response to employee feedback but also results in poor decision making. It is essential to note that the employees are the main stakeholders of any organization (Quinn et al., 2015). The manager's role is to lead the employees in attaining the company’s target using the most effective strategy. The approach mandates managers to be in constant communication and interaction with employees identifying and responding to issues directly (Quinn et al., 2015). Failure to implement any leadership traits results in deteriorating performance.
Elements of a Successful Performance Evaluation
As previously stated, performance appraisals are daunted by the manager for numerous reasons. However, to understand the practical nature of the process, it is imperative to assess the critical elements of successful performance evaluation. The first element is regularity; conventional performance evaluations are conducted once or twice annually (Chen et al., 2011). The process induces a stressful environment. However, increasing the evaluations' frequency has proven to reduce stress, thereby increasing the evaluation’s effectiveness. Another element of successful performance evaluation is a strong focus on set goals (Chen et al., 2011). High performance increases internal competition resulting in increased revenue generation. Finally, feedback is balanced; the evaluation has strengthened internal communication between employee and management.
Performance Evaluation Preparation
Upfront planning and regular reviews have the potential of increasing tolerance towards annual performance reviews. There are numerous approaches to preparing for performance evaluation. According to Bol (2011), the manager's role in preparing for performance evaluations is identifying the goals and targets for the employees. Evaluations are based on the targets set for each employee. However, the process can become stressful due to lack of awareness. Alternatively, regular feedback from management plays an essential role in limiting the surprises brought about by evaluations. Employees receiving feedback on their performance can make necessary corrections before the annual appraisal. The approach highly contributes to a successful evaluation. Finally, addressing performance problems promptly, Bol (2011), states that most managers fail in performance appraisals due to lack of handling performance issues rapidly. It is the role of a manager to ensure that all employees are aiming toward a singular goal. It involves identifying, diagnosing, and discussing possible solutions.
Conclusion
Managers in most organizations commonly dislike performance appraisals. However, by assessing an effective and ineffective manager’s trait, performance appraisals have been identified as playing a pivotal role in organizational operations. Effective managers employ numerous strategies in recognizing performance problems before annual appraisals. The rapid response to the issue allows the employee to make the needed alterations increasing their overall output. Skills such as communication and active listening play a vital role in ensuring the environment is not stressful during annual performance evaluations.
References
Aboyassin, N., & Abood, N. (2013). The effect of ineffective leadership on individual and organizational performance in Jordanian institutions. Competitiveness Review , 23 (1), 68-84. https://doi.org/10.1108/10595421311296632
Bol, J. (2011). The Determinants and Performance Effects of Managers' Performance Evaluation Biases. The Accounting Review , 86 (5), 1549-1575. https://doi.org/10.2308/accr-10099
Chen, F., Hsu, T., & Tzeng, G. (2011). A balanced scorecard approach to establish a performance evaluation and relationship model for hot spring hotels based on a hybrid MCDM model combining DEMATEL and ANP. International Journal Of Hospitality Management , 30 (4), 908-932. https://doi.org/10.1016/j.ijhm.2011.02.001
Ohland, M., Loughry, M., Woehr, D., Bullard, L., Felder, R., & Finelli, C. et al. (2012). The Comprehensive Assessment of Team Member Effectiveness: Development of a Behaviorally Anchored Rating Scale for Self- and Peer Evaluation. Academy Of Management Learning & Education , 11 (4), 609-630. https://doi.org/10.5465/amle.2010.0177
Quinn, R., Clair, L., Faerman, S., & Tho. (2015). Becoming a Master Manager: A Competing Values Approach, 6th Edition (6th ed.). John Wiley & Sons.
Sarwar, F., & Rahman, S. (2017). Psychological Capital, a Unique Resource to Develop Effective Managers; Relationship with Creativity, Achievement Motivation and Stress. Advanced Science Letters , 23 (9), 8598-8602. https://doi.org/10.1166/asl.2017.9936
Sharma, A., & Sharma, T. (2017). HR analytics and performance appraisal system. Management Research Review , 40 (6), 684-697. https://doi.org/10.1108/mrr-04-2016-0084
