Managers VS Performance Evaluation

 

Why do some managers hate the Performance Evaluation?
Some managers would rather get a root canal than go through the performance evaluation process with their
direct reports. Why? What does research tell you?
As you respond to the two questions listed above, please address the following:
What traits does an effective manager display in the workplace?
Is there a profile for a manager who may struggle with the evaluation process?
What are the key elements of a successful employee evaluation process? How should a manager prepare for
the event?
Develop an evaluation form for your direct reports and show how the evaluation criterion correlates to the
organization’s objectives. Discuss the evaluation form, you do not need to add a graphic unless
you want to. Discuss what makes a quality evaluation form/process.

Sample Solution

Managers VS Performance Evaluation

Whether you manage five or fifty employees, being a manager comes with a lot of responsibility. In order to be an effective manager, you need to be able to lead your employees in an efficient manner, have experience, be able to communicate with your team, and have respect for employees. Performance appraisal is a yearly rite of passage in organizations that triggers dread and apprehension in the most experienced, battle-hardened manager. Some managers do not always look forward to that. Before a manager sits down with an employee to discuss the performance appraisal, there is a good chance that the employee has rated his or her own performance already. One of the most damaging rating systems to employee morale is the forced distribution or grading on a curve system.

Elsewhere in the South Pacific, including Australia, the most significant form of crime against indigenous peoples was the theft of their land. In New Zealand, evidence shows agreements being made between the ‘Natives’ as they were called, and white settlers, such as the sale of land by the chief Rawiri Waiaua, demarcated by a clearly staked out line that the future Governors’ settlements could not cross (10). The sale of this land was however strongly opposed by people from surrounding villages, ultimately resulting in Rawiri’s murder. In New Zealand, the Maori population was particularly violent in their opposition of white settlers in comparison to other areas of the South Pacific, and following failed military efforts, it was this fear that prompted Europeans to attempt negotiation, as elsewhere they had facilitated new settlements through violence. New Zealand is consistently differentiated by British authority in its partial deference to Maori culture. An edition of the New Zealand Gazette published on February 12th 1858 makes reference to “conflicts between armed parties of Aboriginal Natives…to the danger and alarm of Her Majesty’s Subjects” and “therefore I, the Governor, of New Zealand, do hereby proclaim that all persons whosoever who shall unlawfully assemble with Arms…will…be treated as persons in Arms against the Queen’s Authority”. The British government is therefore attempting to create legitimacy for future conflict with indigenous people in the area, having issued a warning, as perhaps uniquely, each article in the New Zealand Gazette is printed both in English and a written form of the Maori language, demonstrating the beginnings of cultural cohesion.

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