Why Managers Hate Performance Evaluation

As part of employee management, firms usually conduct performance evaluations. Essentially, this exercise involves an examination of the conduct and productivity of an employee. Performance evaluations are intended to determine if an employee meets the conduct and productivity threshold that an organization has stipulated (Anitha, 2014). Thanks to performance evaluation, organizations are able to identify high-performing employees who are rewarded accordingly. The exercise also allows organizations to identify employees whose performance is wanting. Performance evaluation often places immense pressure on employees to deliver. This is the primary reason why managers hate performance evaluations.

Why managers hate performance evaluations 

It has been mentioned above that one of the reasons why some managers hate performance evaluation is that this exercise requires them to improve their performance, thereby placing immense pressure on them. Performance evaluations assess various metrics regarding how productive and committed an employee is (Jenter & Kanaan, 2015). For example, the evaluation may assess the amount of time that an employee commits to their job. In an effort to ensure that the evaluation portrays them in positive light, employees tend to improve their performance. It is common for employees to enhance their productivity in the days leading up to the evaluation. This pressure causes managers to dislike performance evaluation.

Another reason why some managers dislike performance evaluation is that it threatens their jobs (Park & Shaw, 2013). When the evaluation reveals that the performance of the manager is below the threshold, the manager may lose their job. This creates fear among managers. Usually, performance evaluations involve bureaucratic processes that are time consuming and distract employees and managers from their actual work (McCarthy a, 2015). For example, during performance evaluation, employees are required to fill forms and go through long and elaborate processes. This is yet another reason why managers do not like performance evaluations.

While managers are also subjected to performance evaluations, they are also required to conduct these exercises. They have to fill forms and conduct interviews. They also have to keep a close eye on their employees with the aim of understanding their performance level. This is extra work that keeps the managers from delivering on their primary mandate (McCarthy a, 2015). The extra load that the performance reviews places on managers is another reason why they hate evaluations. The negative impact that performance evaluations have on the relationship between managers and employees is another cause of the hate that managers have toward performance evaluations. In most work places, tension is often witnessed when performance evaluation is being carried out. This tension threatens manager-employee relationships. Furthermore, the evaluations may force the manager to take action against underperforming employees. This further threatens the relationship between the manager and employees.

Traits of an effective manager 

For any manager to effectively conduct performance evaluation, they need to serve as an example. They should demonstrate certain qualities and possess various traits that employees can emulate. One of these traits is a strong belief in the culture of their company (Hogan, 2016). An effective manager must subscribe to the values and vision of their company. This allows them to urge others to pursue the vision and goals of the company. The other trait of an effective manager is being positively contagious. For an organization to achieve success, it must enjoy the leadership of a manager who is able to inspire employees and encourage them to stay committed to the goals and strategies of the organization.

The ability to sustain focus is another trait that characterizes effective managers (Hogan, 2016). If a manager wishes to steer an organization towards growth, they must be able to remain committed to the goals that the organization wishes to attain. It is common for managers to be distracted and lose focus. Instead of aiming for the objectives that the organization has set, they prioritize personal interests. Honesty and accountability are other traits that effective managers exhibit at the workplace (Hogan, 2016). It is important for a manager to uphold integrity and transparency. The manager must be honest with such stakeholders as employees and customers. Managers also need to display accountability in such issues as the management of the resources of their organizations. This creates a culture of trust and transparency. Effectiveness in decision making is yet another trait that effective managers demonstrate (Hogan, 2016). A manager must be able to arrive at decisions quickly after consultations with all relevant stakeholders.

Profile of manager who struggles with performance evaluation 

Managers who hate and struggle with performance evaluation have a particular profile. Underperformance is among the components of this profile. When a manager understands that their performance falls below the established threshold, they are likely to refuse to participate in performance evaluation. There are situations where such managers are compelled to cooperate in performance evaluation (Piccoult, 2009). Laziness is another element of the profile of the managers who struggle with performance evaluations. As noted earlier, some managers find performance evaluations to be extra work. To minimize the work that they have to do, they require employees to submit self-assessment reports. They then add some superficial and genetic comments to these reports (Piccoult, 2009). Essentially, these managers do not recognize the importance of performance reviews as they regard them as inconvenient and unnecessary exercises.

Frustration and disappointment with the performance review are other features that define managers who struggle with performance evaluations. While these evaluations are noble exercises that seek to inspire commitment and hardwork, systemic limitations make the effective conduct of the evaluations difficult. For example, when a manager faces bureaucratic hurdles when conducting performance evaluations, they are likely to become disgruntled and disappointed. For the evaluation to be carried out effectively, all systems and procedures must facilitate the exercise.

Elements of a successful evaluation process and preparation for performance evaluation 

The discussion this far has revealed that some managers struggle with performance evaluations and that systemic failures and limitations are partly to blame for this state of affairs. For an evaluation to be successful, it must possess various elements. One, the process must be clear. It is important for leaders to ensure that the metrics and parameters that the evaluation focuses on are clear (Skinner & Green, 2010). For example, the process can focus on such metrics as timeliness and productivity. Two, the process must be objective and applied in an equal fashion. All employees should be subjected to the same process. It is also crucial for managers to ensure that personal biases do not compromise the process. Three, the evaluation process must provide room for employees to issue feedback (Skinner & Green, 2010). It is vital to see to it that employees are involved in all aspects of the process. This creates confidence in the evaluation process and allows the employees to accept the outcome of the process. Four, it is important to ensure that the evaluation process contains an action plan (Skinner & Green, 2010). This plan should stipulate the measures to be taken after the process is concluded. These measures may include rewarding employees whose performance has been found to be impressive.

The success of a performance evaluation hinges on how prepared a manager is. One of the measures that managers can institute as they prepare for the evaluation is to define expectations and goals (McCarthy, 2015). As they do this, they allow the employees to understand the issues against which their performance will be measured. Issuing regular feedback is another action that managers need to take (McCarthy, 2015). Feedback enables employees to identify areas that require improvement. It is also important for the manager to seek feedback from employees. The manager also needs to maintain documentation (McCarthy, 2015). This provides the manager with the records needed to evaluate the performance of the employees.

Evaluation form 

The following is an evaluation form that a typical organization can use to assess the performance of its employees.

The metrics in the table above are in line with the objectives of any organization. All organizations desire to have employees who are productive and possess the required technical skills. The employees must also be excellent communicators and punctual. All these requirements are captured in the performance review form above. As they use this form, organizations are able to achieve the primary objective of being productive and successful.

In conclusion, the role that performance reviews play cannot be overstated. These reviews enable organizations to measure the performance of their staff. It is not surprising that some managers dislike the reviews. This dislike stems from the fact that the reviews could set the stage for the managers losing their jobs. While it is true that the performance evaluations create extra work, they are necessary for employee and organizational growth. It is important for managers and other organizational leaders to embrace these exercises.

References

Anitha, J. (2014). Determinants of Employee Engagement and their Impact on Employee Performance. International Journal of Productivity and Performance Management, 63 (3), 308-323.

Hogan, M. (2016). The Seven Qualities that make Managers so Effective. Retrieved 11 th August 2017 from https://www.forbes.com/sites/yec/2016/01/26/seven-qualities-the-best-managers-share-and-why-they-matter/2/#4b61570a4846 

Jenter, D. & Kanaan, F. (2015). CEO Turnover and Relative Performance Evaluation. The Journal of Finance, 70 (5), 2155-2184.

McCarthy, D. (2015). 7 Ways to Prepare for a Performance Review: Manager Version. Retrieved 11 th August 2017 from https://www.thebalance.com/prepare-for-performance-review-for-managers-2275912 

McCarthy a, D. (2015). Why we hate Performance Reviews and how to Improve them. Retrieved11 th August 2017 from https://www.thebalance.com/why-we-hate-performance-reviews-and-how-to-improve-them-2275964 

Park, T.-Y., & Shaw, J. D. (2013). Turnover rates and organizational performance: A meta- Analysis.   Journal of Applied Psychology, 98 (2), 268-309. 

Piccoult, J. (2009). How to do Performance Reviews Right. Retrieved 11 th August 2017 from https://www.forbes.com/2009/07/29/performance-review-employees-leadership-managing-pay.html 

Skinner, J. & Green, R. (2010). Making the Grade: The Elements of an Effective Performance Appraisal. Retrieved 11 th August 2017 from http://ala-apa.org/newsletter/2010/06/08/hr-practice/