A correlational study of leaders' use of performance evaluation systems relating to manager-employee collaboration

This research study explored whether a leader's use of performance evaluation systems correlates to manager-employee collaboration within a small division of an agency in the federal workforce. The agency used two, distinct performance evaluation systems to evaluate its managers and employees. The agency developed performance evaluation systems by bureaucratic approaches over several years.; The correlational nature of the study revealed that collaboration between managers and employees correlates to performance evaluation systems. It also supported that employee development correlates to the collaborative efforts between a manager and an employee. Although this study focused on a subset of a large population, application of the concepts can be applicable to other areas of the federal workforce with a similar organizational structure and performance evaluation system. The study also increases knowledge related to organizational behavior in terms of performance evaluation systems.