Many managers describe performance appraisal as the responsibility which they like
the least. Why is this so? Do you think that appraisals can convert employees into
better employees? Support your answer with reasons.
Answers
Explanation:
A corporate president put a senior executive in charge of a failing operation. His only directive was “Get it in the black.” Within two years of that injunction, the new executive moved the operation from a deficit position to one that showed a profit of several million. Fresh from his triumph, the executive announced himself as a candidate for a higher-level position, and indicated that he was already receiving offers from other companies.
Answer:
The System: Many evaluation systems are ill-conceived and/or founded on outdated—or perhaps simply false—perceptions of human motivation and thought processes. Anyone utilising it despises doing so since the organisation persists on employing a subpar system. Since consistency is a crucial component of a strong system, most managers often do not have as much control over the employed assessment methods.
Explanation:
The System: Many evaluation systems are ill-conceived and/or founded on outdated—or perhaps simply false—perceptions of human motivation and thought processes. Anyone utilising it despises doing so since the organisation persists on employing a subpar system. Since consistency is a crucial component of a strong system, most managers often do not have as much control over the employed assessment methods.
The Situation: Most individuals detest and are unable to properly coach others to do better at work. Dealing with the truth about how an employee is performing may frequently make a boss uncomfortable.
Having employees that despise "being told what to do" while being given clear instructions does not make matters any simpler.
when instructed on how to perform more efficiently. Even when it is true, none of us like being told that our actions fall short of expectations.
Managers who lack confidence, have had little or no training, and lack an understanding of how human motivation operates frequently revert to either of two strategies:
Tell the person they are doing fantastic even when they are not; just concentrate on the positive. This is not truthful.
Just concentrate on the bad: Threaten the individual to get them to do better. This does not work.
NEITHER encourages the individual to progress in a favourable way.
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