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INTRODUCTION
Routinely managers are expected to conduct performance appraisal of their employees. This is generally viewed as one of the most distasteful functions of the managers' routine duties. Rather than focusing on the positive relationship of the appraisals to the company this process is seen as an "argument waiting to happen". The purpose of the evaluations is to critique and to praise the employees' performance. This is the time to coach, council, and communicate the expectations that the company has for the employee. If this communication is not clear then the employee does not know what to strive for in his performance. (Robbins,2005)
Performance evaluations skills are one of the basic functions of the effective manager's repertoire. The performance of timely, through, and well thought out, employee evaluation can provide many benefits, however by not being consistent in timing and manner of evaluations a manager will experience more negative feedback and the intention of the evaluation will not be will not be received. There are specific areas of communication to avoid in order the conduct beneficial reviews. (Denton,1987)
Different styles of evaluation can be utilized depending on the employee group, the employment sector, and the size of the company. You would not use the same evaluation for a service based employee as a production based employee and small companies may use a "360" approach where a giant would need to use a more standardized rating checklist. (Robbins,2005)
Which ever evaluation process is used the most important key is to be consistent and timely.