Performance Evaluation - 100273

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Performance Evaluation

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Why Do Some Managers Hate the Performance Evaluation?

Performance evaluation is ranked as one of the most hated and feared processes for employees and managers. There have been campaigns to eradicate performance evaluations since they are simply not functional. Organizations utilize old-fashioned yearly performance evaluations since they lack any other better approach to do it. There are various forms of performance evaluations and none seems appealing to managers. Managers hate conducting performance evaluations, workers hate being evaluated, while human resources dislike directing them.  Employees hate when their weaknesses are pointed out and reviewers hate giving deleterious feedback. A performance evaluation is seen as a yearly corporate ritual that appears to inflict pain and consternation.

Human nature explains why managers hate performance evaluations since unless one is pitiless and enjoys causing pain, most of them dread giving negative comments regarding their staff members. Performance evaluations also entail bureaucracy and formality. A basic performance appraisal encompasses a stipulated formal discussion, forms, and process. It is not usually the real discussion that managers and employees find agonizing, but it is the “stiffness” and feels like they are obliged to conform to something that they would rather not have to execute (Boyer, 2019). Managers also consider these appraisals as an extra task. Currently, people are extremely busy and are hoping to attain positive outcomes. Thus, when the yearly appraisal comes along, it appears like an “extra” task that blocks the path of the real daily work. Managers, particularly those with lots of direct reports, spend a lot of time filling out forms, reviewing records, writing comments, and holding meetings as well as submitting paperwork.  

Managers have the potential to break or make their corporations. Brilliant managers can lead groups, helping people grow, and taking full control of the organization as well as its performance concurrently. The traits that an effective manager displays in the workplace include communication skills, honesty, confidence, decisiveness, focus, empathy, responsibility, commitment, optimism, vision, delegation, and creativity. Honesty is a crucial aspect in any manager since employees will follow them without questioning and is a crucial matter for worker job satisfaction (McCarthy, 2019). Manager’s decisiveness must be top-notch since they are faced by numerous tough situations regularly that require them to make appropriate verdicts. Communication skills are a trait that a good manager must have since it determines productivity. To maintain support from the groups, managers are expected to have confidence while making their decisions.

Managers are expected to be empathetic in that they understand the situation of their employees. Managers have a responsibility since they are in control of an organization, implying that they are liable for employee’s performance – failures and successes. Focus is a very critical trait since managers are expected to hold on to the focus of their every move. Managers should be optimistic even when things seem to be going south because it will encourage the team to get things back in track (Fong, 2019). Additionally, creativity is a crucial aspect since managers should think outside the box and develop excellent ideas. Manager’s commitment to goals, culture, stakeholders, teams as well as the economy, in general, is vital since they are the role models to others. Manager’s delegation is the capacity to eradicate less pressing tasks to acquire time to concentrate on crucial duties that call for their full devotion. Lastly, vision is