The paper "Reasons Why Managers Resist or Avoid Performance Management" is an outstanding example of a term paper on management. Performance management defines that continuous process that involves communication between employees and supervisors in supporting the established organization’ s objectives. Through constant communication, performance management ensures that an organization efficiently achieves its goals. Performance management is authoritative in aligning an organization’ s systems, resources, and employees towards attaining outlined strategic goals. Most managers may dislike or resist performance management or appraisals for social, business, or poor performance reasons. Managers who appraise employees may dislike the process mainly to avoid antisocial relationships with employees especially when there exists involvement of negative feedback.
Consequently, sensitivity to staff interaction and relationships highly contributes to most managers’ dislike of performance management. Besides managers’ role in directly evaluating employees, some of them may dislike their own performance appraisal especially for fear of poor results, demotion, or loss of dignity. Most managers who underperform would always argue against performance management to assists in conceding their irresponsive management. Greatest Challenge for Managers in Managing Performance A manager has the fundamental responsibility of appraising employees' past and present performance by highlighting both negative and positive feedback with utmost honesty, fairness, and kindness.
The greatest challenge for such managers is to communicate effectively with employees about their performance without affecting morale or relationship. Consequently, managers have the main challenge of acquiring effective interpersonal communication skills that would not imbalance their perception, judgment, and relationship with employees. Wrong Areas That Managers Focus On In Performance Management Most managers focus on unimportant areas during the performance that consequently results in an expensive undertaking with the realization of poor results.
For instance, managers dominate appraisals by solely presenting their views and showing authority without giving employees an opportunity to assess themselves. Appraisals should remain as a two-way discussion involving both the manager and employee. Other wrong areas that managers focus on include the rating of performance instead of planning for organizations’ strategic objectives and goals. In addition, managers employ many forms for filling rather than communicating with employees. Moreover, managers tend to focus more on maintaining inherent current activities instead of aligning employees’ skills and effort to organizations’ objectives and team performance (Crawford and Cabanis-Brewin 191). Biggest Concern and Rationale about Managing Performance Concern My biggest concern about managing performance as a manager relates to maintaining honesty, fairness, and relationship with employees. Rationale Besides the inherent responsibility of aligning employees' performance to organizations' strategic objectives, there exists a need to maintain a good interpersonal relationship with those governed.
A healthy relationship between managers and employees is indispensable in the effective implementation of policies, teamwork, and realization of the utmost productivity. Imperative Skill/Competency for a Manager to Manage Performance Effectively Competency Effective interpersonal communication remains the most authoritative skill in managing performance in an organization.
An excellent manager should have the power and competence to relate positively and build productive professional relationships through interpersonal communication. Reason Interpersonal communication skills are the domineering ineffective implementation of organizations' strategic objectives and teamwork. In addition, effective managing performance entails discussion and sharing of planning strategies that require the proper interplay of communication skills. Therefore, I believe that the most imperative skill in ensuing managing performance success relies on effective interpersonal communication.