Performance-appraisal - article about Performance-appraisal

Performance Appraisal

In my opinion, this can be an especially big problem in the case of performance appraisal. Before I became the boss myself, I used to work in a very inefficient workplace. I was actually being supervised by two managers, and they were as different as night and day! One of them was obsessed with forms, slogans, rules and regulations. Practically every week, we would have to take time out of our work to go and interview with him so that he could fill out a performance appraisal form and set goals. Far from making us feel empowered and giving us something to strive for, these weekly sessions actually made us feel like we had no control over our lives.

The other boss took quite a hands-off approach. He would give us one or two word critiques, such as “more focus” “almost there” or “good,” a pat on the back or a frown, and that was it. He believed that, if we had the motivation, we would do good work on our own.

As you can imagine, this was quite a difficult environment to work in. one bossed micro-managed us with overly aggressive performance appraisal sessions, while the other one gave us almost no help and feedback. It felt like there was nowhere to turn for support, and as a result, productivity suffered quite a lot.

When I became a manager, I hired a private performance efficiency firm. As I had expected, they supported a middle path. Performance appraisals, they told me, are important because workers need feedback and goals, as well as bonuses for a job well done. On the other hand, autonomy is important too. That is why I now use a performance appraisal once a month. The rest of the time, I am open for employees to talk to, but take a pretty hands off approach. Things have never been better at the company!

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