Objective Often we hold unconscious assumptions that keep us from questioning the way things are done. This assessment exercise examines your and others' assumptions concerning performance evaluations. Directions Check off the statement in each of the following pairs of statements that best reflects your assumptions about performance evaluation.
Performance evaluation is:
1a. a formal process that is done annually
1b. an informal process that is done continuously
2a. a process that is planned for employees
2b. a process that is planned with employees
3a. a required organizational procedure
3b. a process done regardless of requirements
4a. a time to evaluate employee performance
4b. a time for employees to evaluate the manager
5a. a time to clarify standards
5b. a time to clarify the employee's career needs
6a. a time to confront poor performance
6b. a time to express appreciation
7a. an opportunity to clarify issues and provide direction and control
7b. an opportunity to increase enthusiasm and commitment
8a. only as good as the organization's forms
8b. only as good as the manager's coaching skills
Discussion Questions Answer the following questions as a class or in groups:
1 As you review your eight answers, do you see any patterns in your assumptions or in the assumptions you did not choose?
2. As you review the statements, think about how the use of performance evaluation benefits the organi-zation, the manager, and the employee. In what ways does each benefit? Are the benefits shared equally?
3. How would you design a performance evaluation process where the benefits are more equally shared?
4. What characteristics of your performance evaluation process would make it more attractive to employees? Would those characteristics increase or reduce the usefulness of the performance evalua¬tion process for the organization?
Reflection
All performance evaluation systems are not created equal, and even the same system may be evaluated differently by different people and at different times. For example, for decades General Electric's perfor-mance evaluation system and leadership training practices have been praised for developing top-flight tal-ent. At the same time, GE has been criticized for its requirement that managers must fire those employees.