Research paper on Performance Evaluation (Research Paper Sample)

Performance Evaluation
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Performance Evaluation
Introduction
A performance evaluation is a process that enables managers to collect useful and important information for assessing employees’ skills, knowledge, experience, and their overall job performance (Debrincat, 2015). An effective performance appraisal allow managers to assess training needs of employees; address communication problems at the workplace; evaluate the efficacy of human resource programs; and engage in a one-one-one conversation with employees on issues that may not otherwise be addressed. Despite numerous benefits associated with performance evaluations, research indicates that some managers do not take pleasure in caring out the exercise (Falcone, Sachs & Sachs, 2007). This paper intends to explore the reasons why some managers hate performance evaluations; traits that an effective manager exhibit in the workplace; a profile for a manager who may struggle with a performance evaluation; the key elements of a successful employee appraisal and how a manager should prepare for the exercise; and an evaluation form for my direct reports and an explanation on how the evaluation process correlates to the organizational objectives.
Reasons why some managers hate performance evaluations
To start with, some managers do not take pleasure in performance appraisals due to the lack of adequate information regarding their workforce. It is usually quite challenging for a manager to assess employees’ performance if he or she does not have a track record that details each employee’s behaviors in the workplace, communication skills, productivity, and overall performance during a certain period in a trading year (Carpenter, Bauer & Erdogan, 2010). Managers who do not keep a comprehensive track record for each employee’s performance are compelled to consult myriad of sources in order to collect reliable information for the valuation process. This in turn makes the process cumbersome, and as a result, the affected managers try all means possible to avoid it. Additionally, according to (Debrincat, 2015), some managers to do not possess the required prerequisite skills for conducting effective efficient performance appraisals. Consequently, they are not able to engage employees in a one-to-one conversation that comprehensively examines all aspects associated with each employee’s performance in the workplace. To avoid embracement, such managers conduct the process partially, or even avoid the whole process.
Another reason why some managers hate appraisals is the fact that in most instances, the process is time consuming. A certain proportion of managers believe that keeping a track record of all employees in an organization is tedious and time consuming process. Such a belief makes the affected managers to perceive a performance appraisal as a burden instead of viewing it as a success factor. Ultimately, they dislike the process and they seldom adopt it in evaluating employees’ productivity (Culbert & Rout, 2010). Furthermore, managers hate performance evaluation because the focus is always on them. The fundamental focus of a good performance evaluation should be putting in place and maintaining an effective target setting and mechanisms of development. However, the supervisors turn a blind eye to systemic deficiencies that hold people back from achieving an excellent work (Armstrong & Baron, 2005).
Traits that an effective manager exhibit in the workplace
There are some crucial traits or skills that an effective manager should exhibit in the workplace. One of them is emotional intelligence. This refers to the ability to comprehend the emotions of others as well as one’s emotions. Sometimes emotional disputes arise in the workplace, and as a result, it is important for a manager to remain calm and address such disputes in an empathetic manner. Additionally, the ability to see a common cause is another trait that a manager should exhibit in the workplace. This involves being able to identify the main cause of a conflict and the effective solution that can bring all the involved parties together (TrevinМѓo & Nelson, 2011).
The third trait is communication skills. Strong communication skills allow managers to pass across instructions to employees as well as guide them on how to execute their duties according to the organizations’ regulations. Finding a sensible solution to every problem is another trait an effective manager should exhibit in a workplace. In case of a problem arising in the workplace, the manager should be witty enough to come up with realistic solutions and show that they can actually work. Vision, persistence, knowing the job, organizational and leadership skills are other traits that a manager should display in a workplace as this enables employees to continue perform their responsibilities without going adrift (Carpenter, Bauer & Erdogan, 2010).
A profile for a manager who may struggle with a performance evaluation
A manager should often update the performance evaluation forms of employees and maintain biannual or annual reports of the evaluation for review. However, there are managers who do not invest much in the employee evaluation process. Such managers usually struggle to accomplish the objectives of performance evaluations. For instance, a manager who assumes that performance evaluations do not matter will struggle while executing the exercise. This causes a situation in which the manager is not on the same page as the employees. Consequently, it becomes quite challenging for employees to meet the expectations of the manager. Moreover, managers who treat the evaluation process as a one way street often struggle with the whole process. Performance evaluation does not involve filling out forms only, but having a conversation and being attentive to details in order to get comprehensive information regarding each employee’s productivity in the workplace (Falcone, Sachs & Sachs, 2007).
Key elements of a successful employee appraisal
One of the key elements of employee evaluation process is consistency. There should be a consistent method of evaluating the employees. The managers should conduct a six-weekly mid probation review, having a thirty-minute meeting every three months, or a six monthly catch up for assessment. Another key element is keeping records. Good records help managers in justifying performance ratings (Armstrong & Baron, 2005). The third element is training everyone. To ensure no uncertainty of the meeting and everyone knows his or her roles, it is good to train the staff conducting performance evaluation and also those being assessed. The third element is setting expectations early. The performance management process should not be a secret to the employees. Managers should inform employees what is expected from them and how they should accomplish their duties (Culbert & Rout, 2010).
How a manager should prepare for a performance evaluation
A manager should prepare for a performance evaluation by designing a form that covers all aspects of employees’ performance. This includes competencies explaining how an employee delivers results. His mode of problem solving and functional knowledge and skills as wells as his or her way of service delivery. The form should also show separately the employee’s nature of building trust, collaboration, and communication