Why is employee participation in the performance management process important?

After reading chapter 9 and 16 of the attached eBook (I’ve already completed Part 1 Please complete Part 2)
Part 1: Why is employee participation in the performance management process important? Why might an employee be unwilling to participate in this process, and how should a manager deal with such a situation?
This was my response to Part 1:
Employee Engagement:
Employee engagement in the performance management process is critical since overall effectiveness is heavily dependent on human resources. The employee observes the workflow “from the inside” and has a better understanding of their performance gaps, and this viewpoint is typically aligned with the manager’s judgment (Fried & Fottler, 2015). Employee engagement is critical since workers, as components of the entire workflow, must grasp what needs to be done and contribute to developing strategies to achieve goals.
Workflow optimization is the product of collaboration between management and staff. By adequately managing people resources, health care firms mainly acquire considerable competitive benefits. Employees may enhance performance at different workflow stages, such as involvement in incentive plots, complaints, formal performance rating systems, and decision-making (Biketi, 2010). Equal participation of management and workers in the performance management process improves organizational effectiveness, stimulates communication, and explains internal motivating techniques that support staff development.
Employees frequently refuse to participate in the performance management process. It might be for a variety of causes. For instance, employee productivity is not always measured using objective criteria. Managers can introduce biases into assessment and general workplace communication, which leads to decreased job satisfaction and attrition. Subordinates become frustrated, distrustful, cynical, and hesitant to participate in performance management due to supervisors’ hypocritical behavior and inability to follow stated rules, standards, and procedures (Rostam, 2019). Poor informal feedback might also impact a person’s unwillingness to participate. Employees may feel misled if they do not give immediate feedback on their performance. Formal feedback sessions, in particular, might undermine employees’ motivation to increase efficiency (Vance, 2006). Harsh criticism, such as naming underperforming employees, can negatively influence productivity in general meetings. Many supervisors avoid confronting employees by giving them unreasonably high marks (researchers call this indulgence bias). Giving staff average grades is another error that bosses make. Employees might be demoralized and discouraged when management demands unreasonable high-performance requirements.
Managers can use various approaches when an employee refuses to engage in the performance management process. First, it is critical to follow performance assessment ethics and train employees’ abilities. It will allow them to continue to develop without slowing down the company’s entire production process. Second, employee-friendly performance appraisal characteristics like involvement, mentoring, and fair treatment are equally significant (Roberts & Pregitzer, 2021). The final point to consider is the quality control of the organization’s performance appraisal, which allows for a proper and fair assessment of employees’ performance and helpful and stimulating feedback (Kalender & Vayvay, 2015).
References
Biketi, A. A. (2010, January 01). Employee participation in Performance Management: A case study of nzoia sugar company. Retrieved February 10, 2022, from http://erepository.uonbi.ac.ke/handle/11295/5398
Fried, B., & Fottler, M. D. (2015). Managing with Organized Labor. In Human Resources in Healthcare: Managing for Success (4th ed., pp. 389-427). Chicago, IL: Health Administration Press. Retrieved February 10, 2022.
Kalender, Z. T., & Vayvay, Ö. (2015, January). Performance Appraisals as a Quality Management Tool: Literature Review. Retrieved February 10, 2022, from https://www.researchgate.net/publication/289521486_Performance_Appraisals_as_a_Quality_Management_Tool_Literature_Review
Roberts, G., & Pregitzer, M. (2021, December 10). Why employees dislike performance appraisals. Retrieved February 10, 2022, from https://www.regent.edu/journal/regent-global-business-review/why-employees-dislike-performance-appraisals/
Rostam, F. A. (2019). Advantages and Disadvantages of Performance Management. Retrieved February 10, 2022, from https://www.researchgate.net/publication/338215098_ADVANTAGES
Part 2: Respond to another student’s response in regards to Part 1
Respond to Vanessa’ response below: Performance management is a system used for improving performance of an employee. It entails setting goals, measuring the employee’s completion and quality of those goals, working on strategies focused on achieving success or improving in areas that need improvement, and regular monitoring, coaching and feedback by the manager. Some employees only view performance management as their annual performance evaluation and dread that time of the year. However, a good leader will ensure that the employee knows how their performance is managed throughout the year and that the employee plays an active part in the process to avoid surprises or a negative review at appraisal time. An employee may not want to participate in the performance management process because it does seem like a punitive process where they will be judged and penalized for every mistake they make. This is just a myth but so many employees do feel this way. It is important for an employee to participate in their own performance management so that they know what they’re doing right and should continue doing, know what they need to improve and address it right away, and to avoid negative surprises during the performance appraisal. If an employee is unwilling to participate, the manager should counsel them and work with them to show that it is not a punitive process and that it can have positive outcomes. The manager should also be intentional about praising or rewarding the employee when they perform very well. Lots of managers also feel uncomfortable when a difficult conversation is needed regarding an employee’s performance so tend to avoid it. This is not good because it will end up having a negative impact on the employee at the end of the year or, if never addressed, the employee will never improve and could make some serious errors at work.
Reference
Sampson, C. J. & Fried, B. J. (Eds.) (2021). Human Resources in Healthcare: Managing for Success (5th edition). Health Administration Press. ISBN: 9781640552456
Please, just complete Part 2, Please!

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