Are HR Managers More Prone to Voluntary Overtime Due to Less Tangible Outputs?

Hi All,

The tendency of managers for voluntary overtime, i.e., deliberately remaining present on the work premises without organizational requirement with an intention to invite positive appraisal or keeping oneself artificially busy, can be called "managerial presentism".

Is this tendency more prominent in the case of HR managers? Is it because the output of HR managers is not as tangible/measurable as that of the output of technical/financial managers? Let's introspect.

Please comment.

I B Mahapatra.

Dear Mahapatra,

'Managerial Presentism' - I do not think it is the case in HR management for the reasons you have explained. 'Managerial Presentism' is a phenomenon generally applicable and practiced by people who are not employable and solely depend on their current employment. This aspect is attributable to job insecurity, lack of competency or potential, and in the whole sense, lack of employability.

Whether it is HR, Finance, or Technical, any employee whose employability is relatively high will not exhibit this kind of behavior.

Regards,
Srinivasu

I agree with Srinivasu. This phenomenon is present in every sphere within the organization. The situation worsens when the "Head" of the company expects this behavior from others and begins 'questioning' those who leave the office promptly at the designated time.

Hi,

That's for real. I had a boss who starts his day's work at 6:00 pm!!!

Automatically, managerial and other key personnel presentism existed.

Regards,
Harikeyel

'Managerial presentism,' as you call it, is not too harmful. Moreover, I don't think the appraisal would be positive just because a manager is staying extra hours in the office every day. If it is so, then the problem is in the method of appraisal rather than 'managerial presentism.'

Hi Harikeyel,

Should I really be trying to work with such a boss? I have one who always schedules review meetings only on holidays! He also gathers people for discussions when he realizes the clock is ticking towards 6.

Posted: Thu Aug 25, 2005 2:02 pm
Post subject: Re: Managerial Presentism: Case of HR Manager

'Managerial presentism' as you call it is not too harmful. Moreover, I don't think the appraisal would be positive just because a manager is staying extra hours in the office every day. If it is so, then the problem is in the method of appraisal rather than 'managerial presentism'.

In reality, where such a boss exists, the appraisal invariably gets affected to a large extent. It is not the method of appraisal that is responsible for this. It is the boss's attitude. No matter how superb a system we might have, if the attitude is not right, the system will fail.

I stay after hours when I need to concentrate and resolve difficult tasks that need to be addressed and accomplished. Alone, without interference from telephones, colleagues, or other distractions that occur when there are people in the workplace, I can be more efficient.

The other benefit is that when I leave the office, it is usually at the end of "rush hour" traffic.

Hi,

The boss asking why you left early itself is irritating. I can't stand that. I feel that no manager will leave his workplace without meeting his targets for the day. But to cope up with a late working boss is really disgusting, notwithstanding his busy schedule. Anyway, if a good appraisal comes through, then it is only a bonus because appraisals are not merely linked to late working hours.

Regards,
Harikeyel

Hi Niranjas,

Yes, we should not always be working with appraisals in mind. However, I refer back to what was discussed in another forum, which is that appraisals are typically seen as the sole basis for better compensation. A better appraisal results in more money. Of course, things are evolving and have likely changed to some extent in certain organizations. Nevertheless, in many traditional brick-and-mortar organizations, this still holds true.

Dear Srinivasu,

Thank you for your opinion. I do agree that this phenomenon is present in all areas of management. Don't you think managers view time as a measurable commodity that is spent productively or wasted? To emphasize the utility of time/overtime, managers pretend to consume more time or expand time. This is an individual attitude, not a widely prevalent practice.

I B MAHAPATRA