YvetteHarrisonPrincipleandTheoryManagement.docx

Running Header: WHY DO SOME MANAGERS HATE PERFORMANCE EVALUATIONS? 2

WHY DO SOME MANAGERS HATE PERFORMANCE EVALUATIONS? 2

Why Do Some Managers Hate Performance Evaluations?
Yvette Harrison
MGMT 310
July 14, 2019

Abstract

This paper will attempt to explain why managers do not like performance evaluations. A discussion will take place regarding the research surrounding evaluations, why managers and employees dislike performance evaluations, and the traits of a manger who may struggle with conducting a proper evaluation. The discussion will move to qualities of an effective leader, key elements of a successful evaluation, and end with how to successfully prepare for a performance evaluation.

Research and Evaluation

There is a substantial research on the effectiveness of performance evaluations of employees. 45% of Human Resource representatives do not believe in the effectiveness of performance evaluations. (Pozin, 2014) When researched, another 87% of managers and employees believe that performance evaluations are ineffective in either enhancing performance or correcting performance issues. (Dickison, 2019) Additionally, 61% of the performance ratings that were performed were found to be more of a reflection of the manager or rater rather than a reflection of the employee’s actual performance. Finally, it was found that 30% of performance evaluations resulted in worse employee performance. (Pozin, 2014). The effectiveness and necessity of the performance evaluation process is an issue that needs to be reviewed and addressed.

Why Managers Hate Performance Reviews

Both managers and employees find flaws and ineffectiveness in the performance review process. When analyzing the process, the issues with the evaluation process not only lay with the evaluator, but some of the problems arise from the employees themselves. Managers find this a difficult process because they are not properly trained to give performance evaluations and the process tends to be time consuming. From both the managers perspective and the employee’s perspective, negative feedback is not appreciated whether given or received and the process tends to be very subjective.
Managers find themselves put in the position of having to conduct performance evaluations without proper training. This usually leaves a manager unable to set proper deliverables or goals for the staff members. This leaves both managers and staff unclear as to the expectations of job performance and what exactly is being evaluated. This proves to create anxiety for both the manager and the employee. Thus the evaluation process becomes ineffective and unproductive for both manager and employee. (Kamat, 2017)
Managers with little training in the performance evaluation process find that they do not have the knowledge or skills for giving a productive evaluation. Because there are not clear goals and objectives for either party, the manager finds issues in being able to provide a meaningful evaluation of an employee’s performance. This lack of preparedness makes the process of preparing for a product evaluation tedious as they search for topics of discussion.
The professional evaluation process also becomes time consuming for some managers. Without a clear direction previously defined and agreed upon between the manager and employee, the manager finds that they need common topics to discuss regarding performance for the employee. Because the objectives or goals were not clearly defined, it is possible that the manager needs to send an extensive amount of time creating topics for discussion.
Both managers and employees dislike the evaluation process because neither party is comfortable with negative feedback. (Kamat, 2017) Because of the previously mentioned limitations of the evaluation process, this discussion tends to focus on negative behaviors. Unfortunately for a manager, these are the behaviors that stick out most when preparing for this discussion. Because there has not been proper preparation for this discussion, the employees good and positive behaviors are often overlooked in to correct behaviors that were not properly discussed beforehand.
The last reason, and most prominent reason that manager and employees dislike performance evaluations is that this process has become a subjective evaluation of job performance and are often supported by one-way communication by the manager. Because goals were not created by the manager and the employee beforehand, the evaluation becomes a discussion of the manager’s thoughts and views of an employee’s performance. (Kamat 2017) The evaluation becomes the manager speaking and conveying negative feedback and the employee sitting and taking in the information with little or no participation in the conversation.

Profile of a Struggling Manger

There are clear indicators of a manger that will be unprepared or may struggle with giving a performance evaluation. The first indicator is that the manger is one that takes credit for the work of others. Managers who readily give credit to their employees and give appreciation for the work they do will have topics for discussion during an evaluation. However, if they have claimed credit for the work their staff have done, they cannot put it in writing that the employee completed the work. The manager does not show appreciation for the work of their employees and rarely gives them recognition for the work they do. (Le Phan, 2018)
Another indicator that a manager will struggle with performance evaluations is if the manager is a micromanager. This manager is unable to give clear or realistic direction. Often this manager will give bite sized information for project completion and closely monitor the progress. Because of this the manager appears to be controlling and is not trusted by their employees. This manager fails to lead by example and is unable to listen or respond to employee feedback. (Le Phan, 2018)
Finally, the manager who may struggle with employee evaluations is low in emotional intelligence. They are unable to read the social clues that their employees will provide. These managers will avoid tough conversations around behavior and performance. This manager will have favorite employees that are treated differently than the rest of the group. (Le Phan, 2018)

Traits of an Effective Leader

Effective leaders, just like struggling leaders, have noticeable traits or characteristics that make the standout. The traits and characteristics are usually admirable qualities that allow employees to stay informed and make communication and expectations clear. There are hundreds of characteristics that make managers effective. These are just a few.
An effective manager is a planner and is well organized. They are strategic thinkers and use that to plan and organize effective course of action to complete tasks and goals. They are proactive in their anticipation of employees needs and in solving problems before they arise. These managers react appropriately to issues and concerns that are raised and show an aptitude for personal resilience. (Arcement, n.d) They are high in emotional intelligence and leverage emotions of their employees for the good of the organization.
Effective leaders will display relative professional knowledge of their organization and the people that make up their organization. They have exceptional analytical/decision/judgement skills that they have developed through their professional experiences. These individuals are motivational and team players. They give autonomy to their team members that allows for effective commitment or buy-in for employees because they take ownership of their work. They exhibit transparency in their work and are easy to work with. Mangers in this category also provide solutions, as opposed to creating problems. (Performance Characteristics, n.d.) These individuals are highly skilled in conflict resolution and problem-solving.

Key Elements of A Successful Evaluation

There are 5 basic elements that are necessary for a good evaluation. The most important is that the performance evaluations are held regularly. Performance evaluations that happen once or twice a year tend to evoke anxiety for both the manager and the employee. (Halcom, 2017) Holding regular coaching meetings like one on ones allow for a direct line of communication. By the time the semi-annual or annual review arrives, the employee and the manager are on the same page because any performance concerns have already been addressed.
Another characteristic of a good performance evaluation is that there is a strong focus on goals. (Halcom, 2017) Managers and employees will work together to establish S.M.A.R.T. goals, and those goals will align with the goals of the organization. Both the manager and employee will have a plan of action that will allow them to achieve these goals and a timeline that they will be completed. Both the manager and the employee will be able to track the progression of these goals and measure the outcomes.
A third characteristic is two-way conversation. (Halcom, 2017) In an evaluation where there is two-way conversation, both the manager and the employee can address areas of concern as well as voice areas of success. In the one on ones that happen more frequently, the employee should lead these discussions with minimal manger input. The manager should reserve their discussion time for constructive criticism and coaching opportunities. Hen one on ones takes place he manager and employee are always on the same page. Behaviors and areas of improvement are no longer a surprise, but areas of regular discussion.
Feedback during this time should be balanced. There should be a balance between performance concerns and performance praise. It is important for an employee to know what areas they excel in and that their contribution to the organization is appreciated. On the same note all employees should have areas of improvement. It is just as detrimental to hear all positive feedback as it is to hear all negative. (Halcom, 2017)
Finally, a good employee performance review will have some sort of performance-based incentives. There should be some sort of reward for good performance. Many organizations have reward programs for their employees. This will help boost not only performance, but morale as well. (The Do’s and Don’ts of Performance Reviews, 2019) The implementation of reward programs should always be viewed as incentive and motivation to assist the employee to do their best work.

Conclusion
In conclusion, it is important to remember that both employees and managers stress over performance evaluations. Neither the manager nor the employee sees the value in them. However, as proven here, if the employee and the manager are aware of their roles in a performance evaluation and the evaluation is structured properly, it can be a useful tool for communicating both performance concerns and performance growth.

References
Arcement, B. (n.d.). 11 Qualities Effective Leaders Share. Retrieved from https://www.bizjournals.com/bizjournals/how-to/human-resources/2018/12/11-qualities-effective-leaders-share.html
Dickson, G. (2019, April 29). 9 Research-Backed Reasons to Rethink Your Annual Employee Evaluation. Retrieved from https://blog.bonus.ly/6-research-backed-reasons-rethink-annual-employee-evaluation
Halcom, J. B. (2017, May 16). 5 Elements of a Healthy Performance Review Process. Retrieved from https://www.achievers.com/blog/5-elements-healthy-performance-review-process/
Kamat, S. (2017, March 01). 5 Reasons Why Some Managers Dread Performance Appraisals. Retrieved from https://www.huffingtonpost.in/work-better-training/5-reasons-why-some-managers-dread-performance-appraisals_a_21719978/
Le Phan, L. (2018, November 12). 15 unmistakable qualities of bad managers. Retrieved from https://transparency.kununu.com/unmistakable-qualities-of-bad-managers/
Performance Characteristics. (n.d.). Retrieved from https://www.sc.edu/about/offices_and_divisions/human_resources/managers/managing_performance/evaluating_performance/performance_characteristicis/index.php
Pozin, I. (2014, December 10). Why Everyone Hates Performance Reviews And How To Fix Them. Retrieved from https://www.forbes.com/sites/ilyapozin/2014/12/10/why-everyone-hates-performance-reviews-and-how-to-fix-them/#4abf915a15f1
The DOs and DON’Ts of Performance Reviews. (2019, January 24). Retrieved from https://www.amanet.org/articles/the-dos-and-don-ts-of-performance-reviews/