a study of the general manager performance review process
TRANSCRIPT
A Study of the General Manager Performance
Evaluation Process
Crystal M. Thomas, CCM, CHE General Manager/Chief Operating Officer
The Athenaeum The California Institute of Technology
551 South Hill Avenue Pasadena, California 91106
A monograph submitted to the Certification Committee
of the Club Managers Association of America
in partial fulfillment of the requirements for the
Master Club Manager (MCM) designation
First Draft Submitted October 1, 2003
Second Draft Submitted January 5, 2004
Final Draft Submitted May 4, 2004
iii
Table of Contents
Acknowledgements..................................................................................................v
List of Exhibits..................................................................................................... viii
Executive Summary.................................................................................................1
Introduction and Overview of the Research Study..................................................2
Literature Review.....................................................................................................7
Research Design and Methodology .......................................................................17
Analysis of Findings ..............................................................................................25
Summary and Conclusions ....................................................................................65
Factual Highlights for the Governing Board …………………………………… 80
Recommendations and Implications for Further Study ………………………… 83
References..............................................................................................................85
Additional Research and Resources ..................................................................... 88
Appendices............................................................................................................ 89
A. Proposal for MCM Monograph ………………………………………… 90
B. MCM Management Advisory Group Members ………………………… 92
C. E-mail to MCM Management Advisory Group ………………………… 93
D. Thank You E-mail to MCM Management Advisory Group ……………. 95
E. Cover Letter for Survey Instrument …………………………………….. 96
F. Survey Instrument ……………………………………………………….. 97
G. Follow-Up Postcard ……………………………………………………. 105
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H. Follow-up E-mail …………………………………………………….. 106
I. Survey Instrument Response Frequency Tables ………………………. 107
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Acknowledgements
I am deeply grateful to many people for giving their time and lending their expertise to this project. With their knowledge, support and absolute sense of urgency, this project was completed. My MCM Monograph Support Group comprised of:
Catherine M. Gustafson, Ph.D., CCM, CHE, Assistant Professor, The University of South Carolina, School of Hotel, Restaurant and Tourism Management … for leading my support group, for her ongoing encouragement and years of friendship. William Zwerman, PhD., Associate Professor, Department of Sociology at The University of Calgary … for being the co-academic advisor on this project as well as for his years of friendship and advice. James H. Brewer, MCM, General Manager of The Los Angeles Country Club …for guidance, support and ongoing encouragement. Elizabeth Loftus, Director of Compensation, The California Institute of Technology … for invaluable expertise, guidance, and support.
My MCM Management Advisory Group: Cyrus Afshin Ronald Banaszak, CCM Jennifer Beck, CCM Richard Bruner, CCM Michael Carroll, CCM Claudio Caviglia, CCM Andrew Curtis, CCM Jay DiPietro, CCM Sandra Frappier, CCM Elizabeth Fritz-Grant, CCM Peter Homberg, CCM Michael Leemhuis, CCM Dennis Nighswonger, CCM Gregg Patterson William Rothballer, CCM Rick Sussman, CCM Brent Tartamella, CCM David Voorhees, CCM
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Burton Ward, CCM … for sharing their personal performance evaluation information with me, for assisting me in developing some meaningful questions, and for responding in such a timely fashion.
The MCM Academic Council … for their guidance and support throughout the entire MCM process. Terry Williams, BA, MCS, Social Science Research Consultant, of Maze Consulting Inc. … for her solid expertise in formatting the survey instrument, data entry, compilation and assistance with the analysis of the results, as well as for being a very good friend over the years who added a high level of encouragement to this project. Edward A. Merritt, Ph.D., CHA, CCM, FMP, CHE, Associate Professor and Chair, Graduate Studies, The Collins School of Hospitality Management, Cal State University (Cal Poly Pomona) … for getting me started and spending many hours providing initial guidance and direction on this project. The Board of Governors, The House Committee, and the Membership of The Athenaeum … for understanding the importance of continuing education and their ongoing support throughout this project. My Executive Team at The Athenaeum … for being the best that they can be and for being integral in the direction of this monograph. Jean Shin, Marketing Coordinator at The Athenaeum … for her assistance and organization with my Professional Data Profile. Joe Perdue, CCM, CHE, Associate Professor, Tourism and Convention Department at The University of Nevada, Las Vegas … for personal and professional encouragement and support throughout the entire MCM process. Debbie Rodriguez … for administrative assistance and for providing the ongoing encouragement that I needed to get my Professional Data Profile completed. David Levy…for his assistance in editing and review of the final presentation. Keiko Gibson…for her administrative prowess in the final revisions, the final presentation and all of the logistics surrounding this project. Janice Wobbe…for keeping all of the records in order so that it made preparing my Professional Data Profile easier. To all of the people that contributed letters of support for my Professional Data Profile … thanks for taking the time to write these letters so that I could compile this document.
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To the 185 respondents to the survey instrument … thanks for taking time to respond to and return the survey in a timely fashion. To the Club Managers Association of Southern California … for their encouragement and support. To The Club Managers Association of America … for their first-rate education programs, for pushing club managers to be their best, and to the team members of CMAA for all of their assistance in this project. To Jim Singerling for his oversight and guidance, to Gordon Welch for his ongoing encouragement and direction throughout the project, to Ron Comfort for technical assistance, to Joe Patrick and Bridget Gorman Wendling for their assistance with my questions. Bridgette Redman, Development Specialist for the Educational Institute of the American Hotel & Lodging Association … for her editorial expertise and all-around good advice. Mr. and Mrs. Robert Shafer … for being my mentors and for their ongoing support and encouragement in general in club management and for sharing management thoughts with me on a daily basis. His guidance is humbling, proving that he has forgotten more about management than I could ever hope to know. To my family … for their ongoing encouragement as I moved toward my long-sought-after goal, but particularly to my daughter, Kendra Thomas, who spent countless hours assisting me. In the beginning, Mom teaches the child…the child learns and then the child teaches the Mom…what a beautiful life experience. And to my cats, Stanley, Odyssey Ritz, and Carly … for being there in the early morning, late in the evenings and on weekends waiting patiently for me as I worked at my computer. There presence was always so calming and with their kitty knowledge, did their part to keep the process moving forward.
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List of Exhibits Exhibit 1: About the Respondents .....................................................................................26
Exhibit 2: Annual Gross Base Salary.................................................................................27
Exhibit 3: Annual Bonus Pay Average ..............................................................................28
Exhibit 4: Length of Time Manager Plans to Stay at Current Club...................................28
Exhibit 5: Number of General Managers in Past 20 Years................................................29
Exhibit 6: Other Employees Have the Same Evaluation System ......................................30
Exhibit 7: Performance Evaluation Process is Informal with Reviewer Dropping By for
Ad Hoc Discussion of Performance.......................................................................31
Exhibit 8: Type of Performance Evaluation ......................................................................32
Exhibit 9: Self-Input in Performance Evaluation...............................................................33
Exhibit 10: Person Who Sets Professional Goals For Manager ........................................34
Exhibit 11: Frequency/Recency Performance Evaluation System Has Changed..............36
Exhibit 12: Manager Able to Give Feedback After Completion of Performance
Evaluation ..............................................................................................................37
Exhibit 13: Manager Perceives His or Her Performance Evaluation System as Fair ........37
Exhibit 14: Performance Evaluation is Based Upon Subjective Criteria ..........................38
Exhibit 15: Performance Evaluation is Based Upon Objective Criteria............................39
Exhibit 16: Evaluation is a Combination of Subjective and Objective Criteria ................39
Exhibit 17: Lack of Adequate Process Leads to Turnover Because Board Releases
Manager .................................................................................................................40
Exhibit 18: Lack of Adequate Process Leads to Turnover Because Manager Quits .........41
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Exhibit 19: Managers Whose Loyalty to Club Would Be Lost if They Received a Poor
Evaluation ..............................................................................................................42
Exhibit 20: Managers Who Have Voluntarily Left a Position Within Six Months of a
Good Evaluation ....................................................................................................43
Exhibit 21: Managers Who Have Resigned Within Six Months Because of a Poor
Evaluation ..............................................................................................................43
Exhibit 22: Managers Who Have Been Terminated Within Six Months of a Poor
Evaluation ..............................................................................................................43
Exhibit 23: Managers Who Have Been Terminated Within Six Months of a Good
Evaluation ..............................................................................................................43
Exhibit 24: Motivation and Poor Performance Evaluation................................................44
Exhibit 25: Performance Evaluation: Length of Time Planning to Stay at Club Cross
Tab .........................................................................................................................45
Exhibit 26: Performance Evaluation: Length of Time at Present Club Cross
Tab .........................................................................................................................46
Exhibit 27: Length of Time Planning to Stay at Present Club: There is No Performance Evaluation ………………………..………………..…………………………….47
Exhibit 28: Manager Input Into Evaluation: Length of Time Planning to Stay at Current
Club Cross Tab ......................................................................................................48
Exhibit 29: How Long at Current Club: Performance Evaluation Process is Informal.....49
Exhibit 30: Club Has a Strategic Plan................................................................................54
Exhibit 31: Evaluation is Tied to the Success of the Strategic Plan .................................54
Exhibit 32: Use of Goals in Evaluation is Useful in Moving the Club Forward ..............56
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Exhibit 33: Correlation Between Overall Performance and Salary ...................................59
Exhibit 34: Salary Increases are Arbitrary and Unrelated to Evaluation...........................60
Exhibit 35: Manager is Evaluated on Goals and Salary is Directly Connected to Goal
Achievement ..........................................................................................................60
Exhibit 36: Correlation Between Overall Performance Evaluation and Bonus.................61
Exhibit 37: Arbitrary Bonus System..................................................................................62
Executive Summary
Most club managers are passionate about their work. So why do we frequently learn
about managers who are surprised by terminations because they think their performance
meets or exceeds expectations? Why is there managerial turnover especially when
managers are often excellent communicators? Is it due to poor communication with the
board and/or misunderstandings about how their or the club’s performance is being
measured?
This study examines the performance evaluation process to discover relationships
between performance evaluations and (a) managerial longevity (b) club progress and (c)
managerial compensation. Demographics were collected about club managers and the
clubs they manage. Respondents appeared representative of the membership of the Club
Managers Association of America (CMAA). Logistics of the performance evaluation
process were also examined.
Exploring the performance evaluation process can help move the private club industry
forward. The results of this study indicate that a well-defined performance evaluation
process can yield major benefits for all involved. These include: increasing the longevity
of a club manager's tenure; creating a positive effect on the club through well-defined,
effectively communicated and measurable goals; and providing a quantifiable means by
which bonuses, and possibly salary, can be measured, to ultimately increase the
manager’s compensation.
2
Introduction and Overview of the Research Study
At the CMAA world conferences, managers have been overheard saying that many of
their colleagues “do not attend conferences because they are afraid that they will lose
their job when they return.” The same has been said about managers fearful of taking
their entitled vacation time. There is something inherently wrong with this! What could
account for this? The average tenure of a club manager is only 2.5 years (Club Manager
Review, 2001). We know very little about the causes of managerial turnover in clubs. One
can only speculate about the number of moves made to improve positions, the number of
moves within the industry, or the number that represents a significant geographic move.
However, the average tenure indicates that there is not much occupational stability, and
this can easily cause problems for a manager and his or her family.
Most club managers approach their positions with dedication and passion. There seems
to be a disconnect between the managers’ desire to perform well and their personal
perceptions about performance and the perceptions of the governing body. Ideally, the
performance review process should yield communication between managers and boards
about managerial performance.
A CMAA official believes the turnover statistics are changing. He says “the perception of
club managers as COOs and the acceptance by members and boards that clubs are
businesses with myriad issues that need a professional, have led to the increase in tenure
of senior management at clubs. The two to three-year statistic is a holdover from many
3
years ago when GMs were more disposable and had far less training. Today, they are so
well-trained and versatile and not nearly as disposable as they once were.” (Bridget
Gorman Wendling, personal communication, Sept. 18, 2003) CMAA’s 2003
Compensation and Benefits Survey indicates that the average respondents were employed
by their club for almost seven years, and have held their current job titles for more than
five years. (2003 CMAA Compensation and Benefits Survey)
Manager turnover is not inherently a bad thing and, as cited above, the reasons managers
leave clubs are numerous, varied and mostly unknown. Some managers may be in junior
positions and are making progressive moves to further their careers. Others may not be
suited to a particular club and move to another facility that becomes a win-win for them
and their club. Historically managers who related well socially with the members could
keep their jobs almost indefinitely. In today's club industry, that has changed.
There are challenges inherent in the relationship between managers and their boards. The
rapid turnover of board membership and the inconsistency in board members’
understanding of club operations contributes to the problems of establishing stability
within club operations. One of the responses to these challenges is the use of a formal
performance evaluation process for club managers.
A structured performance evaluation process can ease the transition for a manager
through changes in the Board of Directors, as it can provide continuity and established
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guidelines in the midst of change. Club managers will always be faced with challenges
that develop from board politics and the need to work with board members who possess
inconsistent levels of commitment and knowledge of club operations. However, there are
various ways to assess how a club manager is doing, the most objective of these being a
formal performance evaluation that leaves a permanent record in the manager’s
employment file.
This research study began with a desire to look at the development of performance
evaluation processes for general managers. There is sufficient resource material available
for clubs to conduct sound performance evaluations. Performance Evaluation
Documents for General Manager/Chief Operating Officer, Department Manager, Non-
management Staff (1997) and Club Manager Review Instruction Manual (Sibbald 2001)
are examples of these.
As stated earlier, manager turnover, while not always a regrettable occurrence, is one that
affects every club manager in this industry. Concern over trends in manager turnover,
coupled with the availability of performance evaluation systems, led to the development
of this research study.
The purpose of this research study is to examine the performance evaluation processes
being used for general managers in private clubs. Surveys were conducted to determine
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the relationship and degree of effect the performance evaluation process has had on club
managers, and their perceptions of the effect it has had on their club.
There were four primary areas of interest that this research study sought to identify and/or
address. They are as follows:
Logistics of the performance evaluation
Correlation between positive performance evaluations and longevity
Use of performance evaluations and whether the club achieved established goals
Correlation between performance evaluation and club manager’s compensation
These primary areas of interest lent themselves to a formal study of club managers. A few
hypotheses were developed and tested. The researcher developed a survey instrument to
capture the unique issues associated with the private club industry and performance
evaluations. The surveys were self-administered by CMAA club managers selected in a
random sample.
The hypotheses tested by this research study are:
There is direct correlation between having a performance evaluation and
longevity and direct correlation between having a positive performance evaluation
and longevity.
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There is direct correlation between performance evaluations and the club moving
forward and meeting its goals.
Performance evaluation is positively correlated with managers’ compensation.
For research methodology purposes, these hypotheses stated in the null would be:
There is no correlation between having a performance evaluation and longevity
and no correlation between having a positive performance evaluation and
longevity.
There is no correlation between performance evaluations and the club moving
forward and meeting its goals.
There is no correlation between performance evaluation and managers’
compensation.
7
Literature Review
Although there are literally thousands of articles written on performance evaluation, very
little has been written about the topic of the performance evaluation process and club
management. More specifically, there are no other known studies that examine the
correlation between performance evaluations and longevity or compensation in the
private club industry.
The researcher did a focused bibliographic search using Boolean logic confined to the
following key words: “performance evaluation AND compensation AND tenure”,
“performance-based compensation AND tenure”, “incentive-based compensation AND
tenure”, “incentive-based compensation”, “pay for performance”, “performance AND
tenure”, “club management”, and “Boards AND performance evaluation”. Many articles
were reviewed. As well, the Premier Club Services document on performance evaluation
and the Club Manager Review Instructional Manual written by John Sibbald Associates
Inc. were examined. The researcher also engaged in discussions with executive recruiters
in club management and with Club Managers Association of America team members.
Many of the articles had general relevance and proved good reading background for the
topic. More were moderately relevant and were considered as the monograph was
developed. A few articles were highly relevant, as was the Premier Club Services
document on performance evaluation and the John Sibbald Inc. Club Manager Review
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Instructional Manual. The literature review will summarize those articles that contributed
to the study by providing background information used in development.
One research project found that the most important factor in private club success is that
“club managers must be committed to help the club attain its goals.” Another success
factor cited was that “low turnover of club managers is desired.” (Singerling, Woods,
Ninemeier, and Perdue, 1997) The importance of management commitment and their
turnover rate substantiated in this study supports the need for further study of
performance evaluation processes. The actual process used in performance evaluations
may impact the assessment of the manager and ultimately his or her turnover.
An article by John G. Fornaro, General Managers: They’re Staying Longer, Here’s Why,
is very relevant to the topic of performance evaluation and discusses the reasons for
increased longevity in general managers. The article discusses research that was done
for all types of clubs and cites reasons why there is more longevity in club manager’s
retention than there was previously. There are different opinions expressed, but all lead
to the fact that there is more longevity, and performance evaluation is discussed as part of
this success.
Two researchers have suggested that the traditional approaches to motivation do not
necessarily apply to the service industry in this country. There are marked differences
between managers and their staff, and these differences appear to be influenced by
demographics and level in the organization. (Meudell and Rodham, 1998) These
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researchers and others echoed a point made previously by Lee and Lawrence (1985), who
argued that incentive pay schemes produce only temporary compliance and are
ineffective at producing long-term attitudinal and behavioral changes. (Meudell and
Rodham, 1998; Kohn 1993a; 1993b; 1993c) Rewards merely motivate individuals to
seek more rewards. This can undermine intrinsic interest in the job which is then
perceived as being merely a means to an end: an expensive and short-term motivator.
Both employers and academics in the service industries have tended to concur with this
idea. People enter the industry because they like dealing with people not to attain high
salaries.
The CMAA document noted earlier, Performance Evaluation Documents for General
Manager/Chief Operating Officer, Department Manager, Non-management Staff,
thoroughly discusses the logistics of performance evaluations. The basis of this document
is a 360-degree performance evaluation, which means the evaluation is done by the
manager’s superiors, peers, subordinates, and himself or herself. The document provides
examples of an evaluation form that can be completed by a board member, a club
member, a member of management, a member of the staff, and a self-evaluation. An
“evaluation summary” is provided to tie it all together.
The survey instrument is both objective and subjective with opportunity for ranking on a
five-point Likert-type scale where 1= “exceeds expectation” and 5 = “needs
improvement.” There is also a weighting opportunity for each question and an
opportunity to comment in each area. The evaluation is broken into areas specific to the
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performance of a general manager/chief operating officer (GM/COO). The broad areas
of performance are “operating performance/goal accomplishment”, “skills/knowledge”
and “personal traits/behavior”. There are also sub-categories that relate to the broader
area of performance used for rating. Each of the constituencies returns the evaluation,
and the “evaluation summary” pulls all ratings and comments into one document. The
document also includes a section to review goals for prior period, and set goals for the
next period for both club performance and personal development. There are standards
throughout, so when each person rates the GM/COO it is being done according to the
same guidelines. The performance evaluation is prefaced with a very detailed explanation
of the purpose and the procedures. True to the document’s title, this is laid out and
specific for not only the general manager/chief operating officer, but for the department
manager and non-management staff. All in all, this document is very comprehensive.
Another comprehensive performance review system, which involves both the board and
the manager in the evaluation process, cites benefits of the GM/COO performance
evaluation process:
The “performance review is not a once-a-year, but rather an ongoing
process…performance goals and objectives are specific, achievable, and
measurable…performance reviews become perceived by the board and club
manager as a valid method of improving performance—not just a forms and
numbers process”. (Club Manager Review Instructional Manual, 2001, p. 3)
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This is an objective approach to the evaluation process because “the accent is on
performance, especially against established and agreed-upon goals—not just personality.”
The concept of mid-term reviews is discussed by G. Scott McNett, (2001), Vice President
of John Sibbald Associates, Inc. He describes the way in which a performance appraisal
should be conducted, and its frequency. McNett provides insight related to a lot of the
“do’s and don’ts” associated with performance evaluation.
The private club industry continually strives to provide high quality to its membership.
The managerial philosophy of total quality is examined by Binney and Charlton (1994).
One factor in any workplace is change. These researchers noted:
That “for any process of change to be effective in the long run requires a shared
understanding of the need for change and shared sense of ownership of the way
the change is taking place…If people change because they have been told to by
management, they will slip back into old ways or become resentful. If people
change because they want to change, they will commit to the change and put
energy into making sure that it works.”
The concept of change is important to the performance review process in that both the
board and manager need a clear understanding of the goals for the club. Since the
implementation of operational change(s) is likely in the attainment of the club’s goals, a
GM/COO must fully understand the dynamics of change. The operation of the club is the
ultimate responsibility of the GM/COO, therefore his or her ability to manage change
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would appropriately be evaluated in the performance review process. Likewise managers
must believe they are part of these changes to commit to their achievement. As shown by
Binney and Charlton, managers need to be part of the process to commit to the changes.
The survey developed for use in this monograph asks questions which seek to determine
the degree of buy-in a manager has to the club’s goals.
Two articles reviewed discuss performance evaluations in general. They address the
basic managerial issues surrounding performance evaluations. Such topics as the reasons
one does performance evaluations, the common uses of the evaluation process, the
standard elements of the evaluation process, and ethical practices were discussed. One of
the primary ethical issues addressed was the practice of conducting a performance
evaluation only because she or he has to, and therefore it becomes only an exercise in
pushing paper. (Axline, 1996; Queen, 1995)
Mani (2002) examined the performance evaluation process through a case study
approach. Mani reviews how critical an effective performance management system is to
an organization, and the costs associated with having one.
“The cost of failing to develop adequate performance appraisal systems, though
difficult to measure, would surely exceed the benefits of developing and
implementing an effective system. Organizations lacking performance appraisal
systems risk costly litigation when they are unable to support decisions to
terminate or lay off employees.”
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Ricciardi (1996) examines the challenges associated with measurement in performance
reviews. He also discusses the practice of providing incentives, and the concept of
participation with reviewing data in the measurement of performance. Although there can
be effective incentives, both financial and in recognition, it is imperative that (a)
employees are measured on whether they achieve the standards and (b) if for whatever
reason the standards are not being met, something is done to correct the problem
immediately, so business will not “walk out the door”. These results were paralleled by
McMillan (1993) as he examined this topic. Although these articles are not directed to
private clubs, it provides valuable information for the industry and could be utilized for
benchmarking. Managerial behavior surrounding the performance review process of
others is a crucial factor that could impact the general manager’s overall effectiveness.
Two researchers chose to measure and evaluate any differences in perceptions of
performance appraisal systems based on gender. (Hind and Baruch, 1997) Simple
comparisons showed that women were found (on average) at lower positions in
organizations and had lower salaries than men. The perceptions of women, with regard
to the opportunities open to them for highest organizational position one could reach in a
career, were also lower than those of men. No differences were found in the levels of
education attained within the sample. Consequently, the level of education was not a
factor in the results. Statistical analyses were conducted to control for hierarchy level to
see if salary differences were due to hierarchy level variance, but no change in the results
occurred. Consequently level of hierarchy was not a factor in the results. Similar results
were found by Adams (1999) in a study examine pay equity issues for men and women.
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It is well known in America that the demographics of society are shifting. Many
members of the baby boomer generation are moving into retirement, and many of them
had fewer children then their parents. For employers, these lower birth rates mean that
the supply of young work force entrants today is shrinking. (Calling Up the Employee
Reserves, 1999) Employers are beginning to review how they pay their people. In the
past businesses often tied pay to age and tenure; however fewer individuals are seeking
lifetime employment with one organization. It would stand to reason that the
performance evaluation review process will become even more crucial in the future as
employers try to manage costs but also to attract and retain key employees.
Emde (1997) examined the concepts of compensation and goal-setting. He states
“Compensation and benefits have less relationship to outstanding performance than we
might want to believe.” Emde reveals that when individuals are responsible for their own
results and those whose results are measured, performance will increase favorably. He
suggests managers should focus on praising and recognizing people’s positive
contributions in areas that impact the organization and not discuss or dwell on the areas
where the employee falls shy of expectations if the task is not really relevant to the job
being done.
Several researchers examined the idea paying for performance and comparable pay for
men and women. Many of these related to the CEO of the company and their obstacles in
15
trying to achieve balance in a compensation package that is fair to all parties. (Leonard,
1994; Brown and Meade, 1997; Jesuthasan, Todd and Barrett, 2000)
Many professionals who work closely with and provide services to the club manager
were contacted for their opinions on longevity in club managers. Two different executive
recruiters and the CEO of the Club Managers Association of America were contacted.
Both of these executive recruiters specialize in club manager placement. Each individual
contacted stated they thought club managers were staying longer in their positions.
Richard M. Kopplin of Kopplin Search Inc. stated that his company has found that
private club boards are taking the hiring process more seriously. In addition, more boards
are seeking the use of executive recruiters. Professional recruiters assist in finding a
‘better fit’ that is so important in developing tenure. (personal communication)
John Sibbald of John Sibbald Associates, Inc. agreed with Kopplin that more clubs are
using recruiters to assist in filling a general manager position vacancy. Sibbald explained
that the executive recruiting firms need to be very selective to ensure a great fit since
some recruiters guarantee each placement. Recruiters work hard to get the proper fit to
begin with which, in turn, helps with longevity; a win-win situation.
John Sibbald made the statement about the average tenure of a club manager being 2.5
years. He explained that a random sampling of 20% of his files (1000 out of 5000) was
conducted. The results were based on a job history review of each of the candidates,
16
using his or her last 10-year employment history and averaging the numbers. This study
was conducted approximately six years ago.
The lack of research in this specific area indicates there is a high likelihood that this study
may contribute significantly to the body of knowledge in the area of performance review
processes. In addition, this study will make a difference to club managers and guide
them in this specific field.
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Design And Methodology
Overview of the Study Design In the quest to learn more about the performance evaluation process for general
managers, the researcher developed a study to collect and report a wide spectrum of
quantitative data that included:
demographics of the respondents
logistics of the respondents’ current performance evaluations
the relationship of performance to longevity of club managers
the impact that performance evaluations have on the club moving forward and
meeting its goals
the relationship of performance evaluations to compensation.
The primary research tool—a survey of randomly selected managers—is associational in
type; it measures a relationship.
The survey asked club managers to respond to specific questions about themselves and
the performance evaluation process used at their clubs. Data was self-reported, but care
was taken in the design of the survey to clearly define the information being sought. The
managers were also asked demographic information about the type of club, number of
general managers the club has had during the past 20 years, and about themselves. The
findings of this study are based on 167 usable surveys.
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Sample and Sampling Plan
The source of the sample population was the membership database of the CMAA, the
international professional association of private club managers. The CMAA has a
membership of approximately 6,000.
To better reach those members of CMAA who are active club managers, most likely to be
interested in and/or use a performance evaluation process, surveys were not sent to
“retired,” “faculty,” and “students” members. A randomized sample of 742 club
managers (CMAA members) was identified as potential respondents.
Mailing labels were produced from the membership database that CMAA provided. A
cover letter explaining the study (Appendix E) and the survey instrument (Appendix F)
were mailed to the selected members.
To determine the number of responses needed when conducting survey-based research,
one must receive enough usable responses to produce reliable results, and sample size is
critical. The reliability of results increases with increased sample size because sampling
error decreases as the sample size increases. Two authors have suggested that
“confidence intervals narrow sharply when very small sample sizes … are increased, up
to about 100 respondents” (Alreck & Settle, 1995). They chart a 95 percent confidence
interval by sample size that shows very little gain in confidence after the sample reaches
100 responses. They further state that “contrary to popular belief, the maximum practical
19
size of a sample has absolutely nothing to do with the size of the population if it’s many
times greater than the sample” (p. 62). A varying opinion by another author suggests
that to have a 95% confidence level, on a total population of 6,000 people, you would
need to have 236 usable responses to the survey (Dillman, 2000).
Instrumentation
Prior to developing survey questions the researcher asked a group of managers to serve as
an MCM Management Advisory Group. These were individuals with whom the
researcher had a professional association and a high degree of respect for their
management competence. Appendix C notes some information requested from this group
of highly professional club mangers, and their assistance was very helpful.
The MCM Management Advisory Group offered examples of performance review
documents used in the club industry and provided their concerns about inconsistencies in
the performance review processes. They voiced questions related to longevity of the club
managers in their club, the effect of the performance review process and about
compensation.
The survey was designed to reflect the questions and concerns that many club managers
share. In addition, to gain different perspectives, the subject was further explored with
executive recruiters and other CMAA members.
20
At the final stage, a survey design expert reviewed the survey instrument for validity and
reliability. The survey format was fine-tuned to facilitate ease of answering for the
recipient. In addition, survey questions were more clearly defined.
Validity of the Survey Instrument
The instrument was revised per the recommendations received from each group of
experts: academics, club industry members, and statistical experts. Fraenkel and Wallen
(1996) state that the most common way of obtaining content-related evidence of validity
is through the opinions of competent individuals who are “expected to render an
intelligent judgment about the adequacy of the instrument” (p. 156). They further state:
“[t]he other aspect to content validation has to do with the format of the instrument. This
includes such things as the clarity of printing, size of type, adequacy of workspace (if
needed), appropriateness of language, clarity of directions, and so on.” (p. 155)
In the research study for this monograph, several steps were performed to ensure the
content and construct validity of the survey instrument:
The instrument was created using input from 19 club managers who shared
documentation on performance review processes and affirmed the need for club-
specific research in this area.
A statistical analysis and survey design expert reviewed the instrument.
Closed-response questions were used throughout most of the survey to measure
the constructs. Shuman and Presser (1995) state this questioning format best
21
assures construct-related evidence of validity.
There are no complicated patterns used in the design that could interfere with data
entry.
There are no controversial items asked on the survey that could potentially lead to
answers of social acceptance versus honest answers.
The instrument was constructed at an appropriate reading level. According to the
Flesch-Kincaid model (Microsoft Office 2000), the reading level was grade 12.0.
This seems appropriate given the education level of the respondents.
CMAA assured access to a representative sample of respondents.
The Final Survey Instrument
The final (actual) survey instrument was divided into five parts (Appendix F). Each part
represents an area of concern related to the performance review process. The researcher
identified these areas through personal communication with club managers and an
extensive review of current literature. These five areas are:
Logistics
Longevity
Impact
Compensation
Demographics
22
The survey uses “yes-no” and multiple-choice questions and a five-point Likert-type
scale (where 1 = “strongly agree”; 4 = “strongly disagree”; and 5 = “not applicable.”)
The closed-question format increases the construct validity and assists in data analysis.
Research has shown that 95 percent of all returns will occur within three to four weeks
(Alreck & Settle, 1995). Therefore, it was decided that respondents should be asked to
return the survey within two weeks with some still being returned during the third week.
A reminder post card (Appendix G) was sent out seven days later to boost the response
rate. Knowing that club managers are busy professionals, it was expected that some had
set it aside or possibly had not received the survey at all.
A subsequent electronic mail (Appendix H) was sent out an additional seven days later
(14 days after the initial mailing) to all the managers on the mailing list for which an
accurate e-mail address could be acquired. It requested a prompt return of the survey.
The survey instrument was mailed to all managers identified in the sampling process.
There were 742 potential respondents. The response rate was 25 percent; out of 742, 185
surveys were returned. Not all of the responses could be used for analysis, resulting in a
net response of 22.5 percent because eighteen of the responses came in too late to be
included in the analysis.
Data was input to a program called Statistical Package for the Social Sciences (SPSS).
23
As the surveys were returned, each envelope was marked with a number indicating the
day that it was returned along with a number to indicate which survey of the day it was.
(Example 1-3 means that this was the third survey returned on the first day; 4-30 means
that this is the 30th survey returned on the fourth day). The envelopes were kept in case
there was question as to the validity of the surveys.
Limitations of the Study
The goal of a good survey is for it to be clear and succinct with the end result of receiving
as many valid responses as possible within a limited period of time. Considerable effort
was made to ensure that this goal was met, but there were some unexpected problems that
arose following distribution of the survey. There were two main limitations with the
survey instrument.
Although the survey was designed for general managers, some people in other
subordinate positions completed the survey and this data was utilized. The usable
responses included: general managers, 82%; managers, 7%; clubhouse managers, 6%;
assistant managers, 3%; and others, 2%. A few of these individuals returned the survey
untouched, not completed, identifying themselves as non-general managers. These
returned surveys were not included in the responses.
24
The second limitation relates to the actual survey. Two specific questions may have
unclear or otherwise created challenges for the respondents. The wording of one question
was difficult-to-understand, and a statement in the directions for a different question was
incorrect and consequently difficult for some to understand. The first question (Number 1
in Part 1: Logistics) includes a double negative, so some people may have had difficulty
understanding the question. Technically, the question is correct, but it may have been
difficult for some people to follow. The goal was to get the most accurate response, not
to make people think too hard about whether the correct answer should be ‘yes’ or ‘no’,
based on their circumstances. The second question is also in Part 1: (Number Five) which
read “If you selected (a) in question 3”. It should have read “If you selected (a) in
question 4”. Some people understood the error and answered it as it was meant.
However, the percentage of ‘no response’ on this question was very high (only 44%
responded to the question.) This high percentage suggests that some managers were
unclear as to how to respond and chose to leave it blank.
25
Analysis of Findings
Introduction
To best understand the conclusions, an explanation of the statistical findings is necessary.
This section is organized in five primary segments:
Demographics
Logistics
Longevity
Impact
Compensation
Collapsed categories were used in some statistical analyses for cross-tabulation purposes
to make the results more meaningful. All percentages stated in this section were rounded.
The survey instrument response frequency tables (Appendix I) contains data referred to
throughout the findings. The frequency tables were generated in the same order as that of
the survey questions, Appendix F. Note that analysis was drawn from valid percentages
after all ‘no answers’ and ‘not applicables’ were removed from the calculations.
Demographics Exhibit 1 summarizes the demographics of survey respondents whose input was used for
the analysis.
26
Exhibit 1 About the Respondents Job Title: Age:
General Manager 82% 22-42 years 29% Manager 7% 43-57 years 53% Clubhouse Manager 6% 58-78 years 17%
Assistant Manager 4% Have a written job description:
Other 2% Yes 76%
Gender: No 24%
Male 88% Time of Employment at Present Club:
Female 12% < 2 years 20%
Married Status: 2-4 years 28%
Married 82% 4-10 years 25% Unmarried 18% > 10 years 28%
Location: Number of Years in Club Industry:
Central 20% < 6 years 5% Mountain 6% 6-8 years 6% North 20% 8-10 years 8% South 36% > 10 years 81%
West 16% Club Type:
Other 1% Athletic Clubs 2%
Hours Worked: City Clubs 5%
< 40 hours 1% Country Club 65% 40-49 14% Golf Clubs 15% 50-59 57% Yacht Clubs 6% 60-69 22% Other 7%
>70 hours 6% Number of Members:
Education: <400 21%
High School 3% 400-549 24% Some College Education 31% 550-699 20% Certificates 9% 700-849 9% Bachelor's Degree 39% 850-999 7% Some Graduate Work 5% 1000-1149 4% Master's Degree 6% >1150 15% Other 1%
CMAA Certification:
CCM 46% MCM 1% Not Certified 54% *Rounding Used
27
Annual Gross Base Salary
Salary is a personal issue that many individuals do not like to discuss. The survey
included nine categories from which the manager could indicate his or her annual gross
base salary. The responses were collapsed into four categories as seen in Exhibit 2. The
largest segment, 32% of
the respondents, reported
earning an annual gross
base salary in the
$100,000 to $139,999
range.
Annual Bonus Compensation
The results of the manager's bonus compensation were very closely matched between
segments. The results are shown in Exhibit 3.
Exhibit 2Annual Gross Base Salary
24 26
32
17
05
101520253035
$79,999 orless
$80,000 to$99,999
$100,000 to$139,000
$140,000and over
Annual gross base salary--collapsed categories
Per
cen
t
28
Exhibit 3 Annual Bonus Pay Average
34.4 35.1
17.613
05
10152025303540
Less than 10 %of base salary
10 to 14% 15 to 19% 20% or more
Annual bonus pay average
Per
cen
t
Does the Manager Plan to Stay?
Exhibit 4 shows the managers’ plans for their future with 40% planning to stay with their
clubs another six years or more.
Exhibit 4
Length of Time Manager Plans to Stay at Current Club
How much longer do you plan to stay at your present club?
3.0%
39.5%
27.5%
29.9%
Missing
6 yrs or more
between 3 & 6 yrs
less than 3 years
29
Number of General Managers Club has Employed in Past 20 Years
There was a considerable range of responses about the number of general managers
employed in respondents’ clubs over the past 20 years (the respondents were instructed to
include themselves in the calculation.) Exhibit 5 provides the breakdown of responses to
this question. The
most common
response (24%) was
from those whose club
had employed three
general managers
(including themselves)
in the past 20 years.
Logistics
Who Gives the Evaluation and How Often
Most clubs (83%) use a different evaluation system for their employees than they do with
the general manager.
Exhibit 5 Number of General Managers in Past 20 Years
1116
23
1914 13
0
5
10
15
20
25
1(including
self)
2(including
self)
3(including
self)
4(including
self)
5(including
self)
More than5
How many general managers has your club employed in the past 20 years?
Per
cen
t
30
The club president is the primary performance evaluator of the general manager (41% of
clubs.) Performance evaluations are most often delivered one-on-one to the managers
(55%) although 23% of the respondents are evaluated by the executive committee of the
board. Regardless of who delivers the review, 80% of the respondents said that the
executive committee of the board reviews the general manager's performance evaluation
in a formal session.
Ad hoc discussions between the evaluator and the manager’s performance are used in
30% of the clubs. (Note: While the survey does not allow the assumption that the other
70% have a formal process, one hopes this is the case. This is supported by the fact that
64% of the respondents either strongly agree or agree to the statement that their clubs
adhere to formalities during the review process.) The work of the general manager is too
Exhibit 6 Other Employees Have the Same Evaluation System
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 21 12.6 16.8 16.8 No 104 62.3 83.2 100.0 Total 125 74.9 100.0 Missing No answer 42 25.1 Total 167 100.0
31
important to evaluate in an ad hoc discussion. Preparation by the reviewer and the general
manager allow important topics to be discussed with thought and insight.
Exhibit 7 Performance Evaluation Process is Informal with Reviewer Dropping By for Ad Hoc Discussion of Performance
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 37 22.2 30.3 30.3 No 85 50.9 69.7 100.0 Total 122 73.1 100.0 Missing No answer 45 26.9 Total 167 100.0
Most managers (94%) either strongly agree or agree that their performance evaluator is
credible. Almost all (95%) had a yearly performance evaluation. Within this group,
63% of the respondents said that their weighted written job description is tied to their
performance evaluation.
Types of Evaluations
As seen in Exhibit 8 the most common type of performance evaluation reported by those
providing information is the top-down performance evaluation. Several specific types of
performance evaluations were listed as possible answers to this question, and an "other"
32
option. Some respondents that chose the ”other” option shared the type of evaluation
used and others did not. The definitions for each are:
360-degree performance evaluation is an evaluation by board, direct reports, staff,
self and, perhaps, members.
Top-down performance evaluation is when the president or equivalent does the
rating.
Peer-to-peer performance evaluation is when the direct reports do the evaluation.
Subordinate performance evaluation is when the direct reports and, perhaps, lower-
level reports do the evaluation.
Self-assessment performance evaluation is when the general manager assesses
him/herself and shares with the board.
Exhibit 8 Type of Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid 360-degree 10 6.0 8.0 8.0 Top-down 95 56.9 76.0 84.0 Peer-to-peer 2 1.2 1.6 85.6 Subordinate 1 .6 .8 86.4 Self-assessment 3 1.8 2.4 88.8 Other 14 8.4 11.2 100.0 Total 125 74.9 100.0 Missing No answer 42 25.1
Total 167 100.0
33
The majority (64%) of the respondents report that their evaluations comprise a
combination of closed and open-ended questions (“open-ended” means “narrative-based
with no grading system”, “closed-ended” means “having no opportunity for narrative,
and usually involving a grading system” (as is provided in the survey instrument,
Appendix F).
Managerial Input in Evaluation
While 41% of the respondents have input into their performance evaluations throughout
the process, only 38% are allowed to provide feedback at the end of the reviews. For
some, (6%) there is no opportunity at all for input in the process (see Exhibit 9).
Exhibit 9 Self-Input in Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid At the beginning of the
process 20 12.0 16.0 16.0
At the beginning and during the process
51 30.5 40.8 56.8
Only to deliver feedback after the review
47 28.1 37.6 94.4
At no point in the process 7 4.2 5.6 100.0 Total 125 74.9 100.0 Missing No answer 42 25.1
Total 167 100.0
34
Professional Goals
Several questions addressed professional goals and 81% of the respondents say that they
have a goal-setting section within their performance evaluations (see Exhibit 10).
As seen in Exhibit 10, 43% of managers set their goals alone while 45% have their goals
set by other individuals or bodies such as the board or committees in consultation with
the managers. It is interesting that 8% of the general managers have their goals set by
another individual or body such as the board or committees without any of their own
input.
Exhibit 10 Person Who Sets Professional Goals for Manager
Frequency Percent Valid
Percent Cumulative
Percent Valid Manager alone 52 31.1 42.6 42.6 Another individual/body 10 6.0 8.2 50.8 An individual/body with
manager’s involvement 55 32.9 45.1 95.9
Other 5 3.0 4.1 100.0 Total 122 73.1 100.0 Missing No answer 45 26.9
Total 167 100.0
35
Extent of Change and Satisfaction with Review Process
Approximately, 40% of respondents say that their performance evaluation systems have
not changed in the past five years; while 28% indicate that their performance evaluation
systems have changed in the past year.
94% of respondents said they either “strongly agree” or “agree” with the statement “at
the completion of my performance evaluation I have the ability to give feedback”, and
91% of the managers responded that they either “strongly agree” or “agree” that they
consider the performance evaluation system being used to be fair (see Exhibit 12 and 13
respectively).
Exhibit 11 Frequency/Recency Performance Evaluation System Has Changed
Frequency Percent Valid
Percent Cumulative
Percent Valid Changed in the past year 33 19.8 27.7 27.7 Changed in the past 2
years 18 10.8 15.1 42.9
Changed in the past 3 years
9 5.4 7.6 50.4
Changed in the past 4 years
7 4.2 5.9 56.3
Changed in the past 5 years
5 3.0 4.2 60.5
Not changed in over past 5 years
47 28.1 39.5 100.0
Total 119 71.3 100.0 Missing No answer 48 28.7 Total 167 100.0
36
Furthermore, 84% of the respondents either “strongly agree” or “agree” with the
statement that, “I am satisfied with the performance evaluation system used.”
There appears to be a relatively high level of satisfaction with performance evaluations;
only 27% of the managers who “agreed” or “strongly agreed” that they would prefer a
different style of performance evaluation to that which is being used currently.
Exhibit 12 Manager Able to Give Feedback After Completion of Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 73 43.7 60.8 60.8 Agree 40 24.0 33.3 94.2 Disagree 5 3.0 4.2 98.3 Strongly disagree 2 1.2 1.7 100.0 Total 120 71.9 100.0 Missing No answer 46 27.5 Not applicable 1 .6 Total 47 28.1 Total 167 100.0
Exhibit 13 Manager Perceives His or Her Performance Evaluation System as Fair
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 42 25.1 35.3 35.3 Agree 66 39.5 55.5 90.8 Disagree 11 6.6 9.2 100.0 Total 119 71.3 100.0 Missing No answer 47 28.1 Not applicable 1 .6 Total 48 28.7 Total 167 100.0
37
Approximately 40% of respondents either “strongly agreed” or “agreed” that their
performance evaluations were based upon subjective factors. This compares with 64%
who “strongly agreed” or “agreed” that their performance evaluations were based upon
objective factors, and 85% who “strongly agreed” or “agreed” that their evaluations were
based on both types of factors (see Exhibits 14-16).
Exhibit 14 Performance Evaluation is Based Upon Subjective Criteria
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 9 5.4 8.1 8.1 Agree 36 21.6 32.4 40.5 Disagree 43 25.7 38.7 79.3 Strongly disagree 23 13.8 20.7 100.0 Total 111 66.5 100.0 Missing No answer 48 28.7 Not applicable 8 4.8 Total 56 33.5 Total 167 100.0
38
Note that the definition for “objective” is ‘having actual existence such as counts and
times’ and “subjective” is ‘feelings not backed up by data’.
Exhibit 15 Performance Evaluation is Based Upon Objective Criteria
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 9 5.4 7.8 7.8 Agree 66 39.5 57.4 65.2 Disagree 30 18.0 26.1 91.3 Strongly disagree 10 6.0 8.7 100.0 Total 115 68.9 100.0 Missing No answer 46 27.5 Not applicable 6 3.6 Total 52 31.1 Total 167 100.0
Exhibit 16 Evaluation is a Combination of Subjective and Objective Criteria
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 35 21.0 29.9 29.9 Agree 64 38.3 54.7 84.6 Disagree 15 9.0 12.8 97.4 Strongly disagree 3 1.8 2.6 100.0 Total 117 70.1 100.0 Missing No answer 46 27.5 Not applicable 4 2.4 Total 50 29.9 Total 167 100.0
39
Longevity
Longevity, or lack of, known as turnover, is an interesting variable when exploring
performance evaluations; 50% of the respondents agree that an excellent performance
evaluation motivates them to stay at their club; 51% also agreed that the lack of an
adequate performance evaluation process leads to non-voluntary general manager
turnover (see Exhibit 17).
Likewise, 41% of the respondents said that the lack of an adequate performance
evaluation process leads to voluntary general manager turnover.
Exhibit 17 Lack of Adequate Process Leads to Turnover Because Board Releases Manager
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 15 9.0 10.6 10.6 Agree 72 43.1 51.1 61.7 Disagree 37 22.2 26.2 87.9 Strongly disagree 17 10.2 12.1 100.0 Total 141 84.4 100.0 Missing No answer 17 10.2 Not applicable 9 5.4 Total 26 15.6 Total 167 100.0
40
It appears, then, that an inadequate performance evaluation process leads to frequent
general manager resignation or termination. Conversely, it appears that general managers
are more likely to stay if they have performance evaluations.
Of those respondents who had a process in place, 56% would not start looking for another
position if they received a poor performance evaluation. Further, 67% would not leave
their current position if they received a poor performance evaluation. The distinction is
slight, in that the action of looking for another position is the first step towards actually
leaving the current position. Stating that you would leave or not leave a current position
based on the results of a performance evaluation is independent of having another
position to go to. Also, 90% said they would experience no loss of loyalty to their club if
they received a poor performance evaluation.
Exhibit 18 Lack of Adequate Process Leads to Turnover Because Manager Quits
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 10 6.0 7.0 7.0 Agree 56 33.5 39.2 46.2 Disagree 58 34.7 40.6 86.7 Strongly disagree 19 11.4 13.3 100.0 Total 143 85.6 100.0 Missing No answer 18 10.8 Not applicable 6 3.6 Total 24 14.4 Total 167 100.0
41
Managerial Responses to Past Evaluations
Respondents were asked about their responses to past evaluations. 43% said that, at some
point in their career, they had received good performance evaluations and still voluntarily
left their positions within six months. This suggests that people do not necessarily stay in
their positions just because of positive performance evaluations. Further, 12% said that,
at some point in their career, they encountered poor performance evaluations that led to
their resignations within six months, and 16% said they had been terminated within six
months of receiving good performance evaluations (see Exhibits 20-23 respectively).
Exhibit 19 Managers Whose Loyalty to Club Would Be Lost if They Received a Poor Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 1 .6 .7 .7 Agree 14 8.4 9.7 10.4 Disagree 89 53.3 61.8 72.2 Strongly disagree 40 24.0 27.8 100.0 Total 144 86.2 100.0 Missing No answer 13 7.8 Not applicable 10 6.0 Total 23 13.8 Total 167 100.0
42
Exhibit 20 Managers Who Have Voluntarily Left a Position Within Six Months of a Good Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 67 40.1 43.2 43.2 No 88 52.7 56.8 100.0 Total 155 92.8 100.0 Missing No answer 12 7.2 Total 167 100.0
Exhibit 21 Managers Who Have Resigned Within Six Months Because of a Poor Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 19 11.4 12.3 12.3 No 136 81.4 87.7 100.0 Total 155 92.8 100.0 Missing No answer 12 7.2 Total 167 100.0
Exhibit 22 Managers Who Have Been Terminated Within Six Months of a Poor Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 15 9.0 9.7 9.7 No 140 83.8 90.3 100.0 Total 155 92.8 100.0 Missing No answer 12 7.2 Total 167 100.0
Exhibit 23 Managers Who Have Been Terminated Within Six Months of a Good Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 24 14.4 15.5 15.5 No 131 78.4 84.5 100.0 Total 155 92.8 100.0 Missing No answer 12 7.2 Total 167 100.0
43
A relatively large percentage (68%) of the respondents agree that poor performance
evaluations motivate them to improve in the areas where they rated negatively.
Exhibit 24 shows the interest of the managers and their ability to accept challenges to
improve and to align their outputs with their superiors’ wishes/needs; 86% of the
respondents either “strongly agree” or “agree” that they would be motivated to improve
in the areas where they rated negatively in performance evaluations.
A cross tab of is there a performance evaluation by how much longer do you plan to stay
at your club was performed using collapsed categories for length of time (see Exhibit 25).
It appears that among those who plan to stay six years or more, 85% have a performance
evaluation at their club.
Exhibit 24 Motivation and Poor Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 27 16.2 18.0 18.0 Agree 102 61.1 68.0 86.0 Disagree 14 8.4 9.3 95.3 Strongly disagree 7 4.2 4.7 100.0 Total 150 89.8 100.0 Missing No answer 14 8.4 Not applicable 3 1.8 Total 17 10.2 Total 167 100.0
44
Exhibit 25 Performance Evaluation: Length of Time Planning to Stay at Club Cross Tab
Is there an evaluation? * How much longer do you plan to stay at your present club? Crosstabulation
14 9 9 32
30.4% 22.5% 14.8% 21.8%
9.5% 6.1% 6.1% 21.8%
32 31 52 115
69.6% 77.5% 85.2% 78.2%
21.8% 21.1% 35.4% 78.2%
46 40 61 147
100.0% 100.0% 100.0% 100.0%
31.3% 27.2% 41.5% 100.0%
Count
% within How muchlonger do you plan to stayat your present club?
% of Total
Count
% within How muchlonger do you plan to stayat your present club?
% of Total
Count
% within How muchlonger do you plan to stayat your present club?
% of Total
There is no evaluation
There is an evaluation
Is there an evaluation?
Total
less than3 years
between 3years andless than
6 yrs 6 yrs or more
How much longer do you plan to stay atyour present club?
Total
It is possible that managers stayed at their clubs longer if they thought that the person or
body that administered their performance evaluation was credible. If this was the case,
there would be a level of respect for that authority which would positively affect
longevity. Exhibit 26 explores and confirms this suspicion. Of those who have been at
their clubs less than two years, 36% strongly agreed with the credibility statement
compared to those who have been at their clubs between 4 and 10 years (50%) and 10
years or more (49%).
45
Exhibit 26 Performance Evaluator: Length of Time at Present Club Cross Tab
My performance evaluator is credible. * How long have you been at your present club? Crosstabulation
9 13 12 17 51
36.0% 39.4% 50.0% 48.6% 43.6%
7.7% 11.1% 10.3% 14.5% 43.6%
14 18 10 17 59
56.0% 54.5% 41.7% 48.6% 50.4%
12.0% 15.4% 8.5% 14.5% 50.4%
2 2 1 1 6
8.0% 6.1% 4.2% 2.9% 5.1%
1.7% 1.7% .9% .9% 5.1%
0 0 1 0 1
.0% .0% 4.2% .0% .9%
.0% .0% .9% .0% .9%
25 33 24 35 117
100.0% 100.0% 100.0% 100.0% 100.0%
21.4% 28.2% 20.5% 29.9% 100.0%
Count
% within How longhave you been atyour present club?
% of Total
Count
% within How longhave you been atyour present club?
% of Total
Count
% within How longhave you been atyour present club?
% of Total
Count
% within How longhave you been atyour present club?
% of Total
Count
% within How longhave you been atyour present club?
% of Total
strongly agree
agree
disagree
strongly disagree
My performanceevaluator iscredible.
Total
less than2 years
between 2and 4 years
between 4and 10 years
10 yearsor more
How long have you been at your present club?
Total
Exhibit 27 indicates that there is a slight relationship between having a performance
evaluation and the length of time managers plan to stay at their clubs; 28.4% plan to stay
10 years or more compared to only 18.8% who do not have an evaluation. According to
this exhibit, for those planning to stay longer, it makes a difference whether there is a
performance evaluation.
46
Exhibit 27 Length of Time Planning to Stay at Present Club: There is No Performance Evaluation
How long have you been at your present club? * Is there an evaluation? Crosstabulation
5 27 32
15.6% 23.3% 21.6%
3.4% 18.2% 21.6%
10 34 44
31.3% 29.3% 29.7%
6.8% 23.0% 29.7%
11 22 33
34.4% 19.0% 22.3%
7.4% 14.9% 22.3%
6 33 39
18.8% 28.4% 26.4%
4.1% 22.3% 26.4%
32 116 148
100.0% 100.0% 100.0%
21.6% 78.4% 100.0%
Count
% within Is therean evaluation?
% of Total
Count
% within Is therean evaluation?
% of Total
Count
% within Is therean evaluation?
% of Total
Count
% within Is therean evaluation?
% of Total
Count
% within Is therean evaluation?
% of Total
less than 2 years
between 2 and 4 years
between 4 and 10 years
10 years or more
How long haveyou been atyour presentclub?
Total
There is noevaluation
There is anevaluation
Is there an evaluation?
Total
Does input into performance evaluation impact how much longer respondents plan to stay
at the present club? Exhibit 28 indicates that respondents who have no input into their
evaluation at any point plan to stay at their club less time than those who do. Of those
who have an evaluation, 46% have input only to deliver feedback after the review
compared to only 6% of the same group who have no input at any point in the process.
This may show that general managers want to have input into the process and will not
plan to stay any length of time without this.
47
Exhibit 28 Manager Input Into Evaluation: Length of Time Planning to Stay at Current Club Cross Tab
I have input into my performance evaluation. * How much longer do you plan to stay at your present club? Crosstabulation
8 4 8 20
25.0% 11.1% 14.5% 16.3%
6.5% 3.3% 6.5% 16.3%
11 19 19 49
34.4% 52.8% 34.5% 39.8%
8.9% 15.4% 15.4% 39.8%
10 12 25 47
31.3% 33.3% 45.5% 38.2%
8.1% 9.8% 20.3% 38.2%
3 1 3 7
9.4% 2.8% 5.5% 5.7%
2.4% .8% 2.4% 5.7%
32 36 55 123
100.0% 100.0% 100.0% 100.0%
26.0% 29.3% 44.7% 100.0%
Count
% within How muchlonger do you plan to stayat your present club?
% of Total
Count
% within How muchlonger do you plan to stayat your present club?
% of Total
Count
% within How muchlonger do you plan to stayat your present club?
% of Total
Count
% within How muchlonger do you plan to stayat your present club?
% of Total
Count
% within How muchlonger do you plan to stayat your present club?
% of Total
at the beginning of theprocess
at the beginning andduring the process
only to deliver feedbackafter the review
at no point in the process
I have inputinto myperformanceevaluation.
Total
less than3 years
between 3years andless than
6 yrs 6 yrs or more
How much longer do you plan to stay atyour present club?
Total
The researcher compared the number of club general managers in the past 20 years with
the extent to which an informal evaluation process is used. For those respondents who
have an ad hoc performance discussion, 22% report that they have been their current
club’s only manager in the past 20 years. However, the same percentage was noted in
clubs with five managers so it is not possible to note the impact, if any, on informal
evaluation and the number of club managers.
48
It is also worth noting that in Exhibit 29, a cross tabulation of “how long have you been
at your present club” by “my performance evaluation process is informal with my
reviewer with an ad hoc discussion of my performance,” showed little difference among
those who have been with their club more than 10 years between those who do or do not
have an ad hoc process (32.4% compared to 28.9% respectively). But there is a much
greater difference between them amongst other categories of longevity.
Exhibit 29 How Long at Current Club: Performance Evaluation Process is Informal
How long have you been at your present club? * My performance evaluation process is informal with myreviewer with adhoc discussion of performance Crosstabulation: 1(14) by 5(7)
5 20 25
13.5% 24.1% 20.8%
4.2% 16.7% 20.8%
7 27 34
18.9% 32.5% 28.3%
5.8% 22.5% 28.3%
13 12 25
35.1% 14.5% 20.8%
10.8% 10.0% 20.8%
12 24 36
32.4% 28.9% 30.0%
10.0% 20.0% 30.0%
37 83 120
100.0% 100.0% 100.0%
30.8% 69.2% 100.0%
Count
% within My performanceevaluation process isinformal with my reviewerwith adhoc discussion ofperformance
% of Total
Count
% within My performanceevaluation process isinformal with my reviewerwith adhoc discussion ofperformance
% of Total
Count
% within My performanceevaluation process isinformal with my reviewerwith adhoc discussion ofperformance
% of Total
Count
% within My performanceevaluation process isinformal with my reviewerwith adhoc discussion ofperformance
% of Total
Count
% within My performanceevaluation process isinformal with my reviewerwith adhoc discussion ofperformance
% of Total
less than 2 years
between 2 and 4 years
between 4 and 10 years
10 years or more
How long haveyou been atyour presentclub?
Total
yes no
My performanceevaluation process is
informal with myreviewer with adhoc
discussion ofperformance
Total
49
Impact
The formula Power = Stength1 also applies to club management.
Time
Managers moving their clubs forward and having positive impact upon them is the
“power.” To have the “power,” clubs need to have “strength”—strong, vibrant,
energetic, forward-moving, and forward-thinking managers with some “time” under their
belt for momentum and stability. “Time” also refers to the knowledge that general
managers have which is developed only with experience. Managers who can act quickly
and use their knowledge are much more powerful and effective than are those with
knowledge but who are undirected and unable to use it. A win-win performance
evaluation system can keep managers motivated and ensure focus on correct areas.
Incorporating goal setting into performance evaluation is a large part of targeting success
within the overall plan.
Most respondents (90%) “strongly agree” or “agree” that, in general, performance
evaluations assist in moving a general manager’s club career forward. Of the same group,
86% believe that performance evaluation at their club helps them move their personal
career forward; 79% “strongly agree” or “agree” that they have professional goals tied to
their performance evaluation. Amongst those who answered the question, 90% “strongly
agree” or “agree” that the goals that are tied to their performance evaluation are
reasonable; 92% of the managers responding feel that the goals are achievable. It seems
1 Hatfield, F.C. (1989). A Scientific Approach. Chicago, IL: McGraw-Hill/Contemporary Books.
50
reasonable that, if managers think their goals are achievable, they also believe them to be
reasonable. The data supports this relationship.
Managers were asked about the importance of an evaluation. Most (92%) felt that a
performance evaluation is important to the overall operation of the club; however only
63% of the respondents believe that the primary goals and objectives of their clubs are
defined. (Only 83% of the respondents either “strongly agree” or “agree” that they know
the primary goals and objective of their clubs.)
Less than three-fourths (69%) of respondents either “strongly agree” or “agree” that their
performance evaluations acknowledge previously defined primary club goals and
objectives. About half (52%) of those who “strongly agree” that they know the primary
goals and objectives of their club also set their club goals alone. Furthermore, amongst
those who strongly disagree with the above statement, none set their own club goals.
The researcher also discovered that 50% of those who “strongly disagree” that they know
the club’s primary goals report having their own professional goals set by another
individual/body. Perhaps when general managers know their club’s primary goals and
objectives, they are able to set their own goals. In the instances where the general
manager doesn’t know the primary goals and objectives, there is a strong likelihood that
either another body is setting goals just because the manager is not, there is weak
51
communication as to the direction of the club, or there are no goals being set by anyone at
the club.
Only 57% of club managers indicate that their clubs have strategic plans, and 47% say
that they either “strongly agree” or “agree” that their performance evaluations are tied to
the success of the strategic plan (see Exhibit 30 and 31).
Exhibit 30 Club Has a Strategic Plan
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 24 14.4 16.0 16.0 Agree 61 36.5 40.7 56.7 Disagree 48 28.7 32.0 88.7 Strongly disagree 17 10.2 11.3 100.0 Total 150 89.8 100.0 Missing No answer 8 4.8 Not applicable 9 5.4 Total 17 10.2 Total 167 100.0
Exhibit 31 Evaluation is Tied to the Success of the Strategic Plan
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 14 8.4 10.9 10.9 Agree 47 28.1 36.4 47.3 Disagree 53 31.7 41.1 88.4 Strongly disagree 15 9.0 11.6 100.0 Missing Total 129 77.2 100.0 No answer 7 4.2 Not applicable 31 18.6 Total 38 22.8 Total 167 100.0
52
Most (72%) respondents either “strongly agree” or “agree” that their evaluations take into
account the economy and independent factors when assessing the extent to which
managers and the club meet their goals individually and collectively. There are times
and circumstances outside a general manager’s control such as the aftermath of
September 11, 2001, when many clubs could not meet annual budgets. While much of
this was beyond the managers’ control, the response to the situation would have been
within their control. Hopefully they were evaluated on the response not the outcome.
The majority of managers did not believe that performing well in the past created
unrealistic expectations; 74% “disagree” or “strongly disagree” that their previous
success led their performance evaluator to have unrealistically high expectations in their
future evaluations. (There may be, for example, times when a general manager has had
two or three consistently great years when first arriving at the club and he/she works to
improve the club’s performance by taking advantage of all revenue-generating and cost-
saving efficiencies.) The present research supports the possibility that many boards are
taking these factors into account when evaluating their managers and are not expecting
the general manager to sustain the same level of growth or cost reduction each year.
Most (88%) of the responding general managers either “strongly agree” or “agree” that
the use of goals in their performance evaluation is useful in moving their club forward.
(see Exhibit 32). This supports that evaluations based on goals yield a win-win situation.
53
The club is moving forward as the general manager is being evaluated and, hopefully,
being rewarded for achieving pre-determined goals.
Of the responding managers, 88% believe that their own acceptance of club goals is
directly related to the ability of the club to achieve the goals. It makes sense that
managers work hard at and move toward what they believe in and buy into. It seems
more likely that they would achieve something that they accept more than something they
don’t accept.
Use of a performance evaluation seems to impact the turnover of managers because the
process supports the professional growth of the manager. There is also the possibility that
managerial turnover results from an absence of evaluation. The research supports this. In
Exhibit 32 Use of Goals in Evaluation is Useful in Moving the Club Forward
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 23 13.8 15.4 15.4 Agree 108 64.7 72.5 87.9 Disagree 15 9.0 10.1 98.0 Strongly disagree 3 1.8 2.0 100.0 Total 149 89.2 100.0 Missing No answer 9 5.4 Not applicable 9 5.4 Total 18 10.8 Total 167 100.0
54
clubs that only had one club manager in the past 20 years, 11% of respondents said that
evaluations were not used. By comparison 26% of the respondents said that evaluations
were not used in clubs that had more than five managers in the past 20 years.
One possibility is that managers who work for a club using a goal-setting process as part
of the performance evaluation believe their club will move forward more quickly than its
counterpart that does not incorporate goal-setting. 88% of the respondents believe the
same! Does the use of goals in performance evaluation impact the number of managers
the club has had in the past 20 years? Increased longevity of productive managers should
also move the club forward because, if there is a performance evaluation system in place,
most non-productive managers will be removed from their positions. In fact, 44% of
those who strongly agree” that the use of goals in performance evaluations is useful in
moving the club forward, are working for clubs that have had only two managers in the
past 20 years including themselves.
The researcher also learned that many respondents, regardless of the number of years at
their present club, intend to stay at their present club. Amongst those who had managed
their club for 10 years or more, 48% believed they would remain for 6 years or more.
This intent to stay 6 years or more was the most frequent response provided. (It is
interesting to note that, even where managers had been at the club less than 2 years, 45%
were already planning to stay 6 or more years. This keen interest in maintaining
employment with their present club may show that once “persons have been bitten by the
55
club bug,” they really want to stay with clubs. As noted in the literature review, Meudell
and Rodham discovered that traditional approaches to motivation do not necessarily
apply to the club industry. They observe that both employers and academics in the
service industries tend to concur that people enter the industry because they like
interacting with people more than attaining high salaries.
56
Compensation
Several survey questions explored the relationship between compensation and its effect
on performance as seen in Exhibit 33. 69% of the managers either “agreed” or “strongly
agreed” that there is a relationship between overall performance and their salary.
68% “disagreed” or “strongly disagreed” that salary increases are arbitrary and unrelated
to evaluation (see Exhibit 34).
Exhibit 33 Correlation Between Overall Performance and Salary
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 33 19.8 21.7 21.7 Agree 72 43.1 47.4 69.1 Disagree 36 21.6 23.7 92.8 Strongly disagree 11 6.6 7.2 100.0 Total 152 91.0 100.0 Missing No answer 6 3.6 Not applicable 9 5.4 Total 15 9.0 Total 167 100.0
57
46% of the respondents disagreed that they were evaluated on their goals (either set by
themselves or by someone else) and that their salary is directly correlated to the
achievement of these goals (see Exhibit 35).
Exhibit 34 Salary Increases are Arbitrary and Unrelated to Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 13 7.8 8.5 8.5 Agree 36 21.6 23.5 32.0 Disagree 72 43.1 47.1 79.1 Strongly disagree 32 19.2 20.9 100.0 Total 153 91.6 100.0 Missing No answer 7 4.2 Not applicable 7 4.2 Total 14 8.4 Total 167 100.0
Exhibit 35 Manager is Evaluated on Goals and Salary is Directly Connected to Goal Achievement
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 12 7.2 8.1 8.1 Agree 56 33.5 37.6 45.6 Disagree 69 41.3 46.3 91.9 Strongly disagree 12 7.2 8.1 100.0 Total 149 89.2 100.0 Missing No answer 6 3.6 Not applicable 12 7.2 Total 18 10.8 Total 167 100.0
58
To examine this relationship further, the researcher analyzed the level of compensation as
it related to the availability of a performance evaluation. Data for respondents indicated
that 54% of those who do have a performance evaluation earn more than $100,000; this
compares to only 29% of those whose clubs do not have an evaluation. This suggests
that, in clubs where the general manager is paid more, there are more controls and ways
to measure performance and the forward club movement, which may result in a win-win
situation for the club and general manager.
The relationship between use of a performance evaluation and a bonus system was also
explored as seen in Exhibit 36. 78% of the respondents either “strongly agree” or “agree”
that there is a relationship between their overall performance evaluation and their bonus.
Exhibit 36 Correlation Between Overall Performance Evaluation and Bonus
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 33 19.8 21.7 21.7 Agree 72 43.1 47.4 69.1 Disagree 36 21.6 23.7 92.8 Strongly disagree 11 6.6 7.2 100.0 Total 152 91.0 100.0 Missing No answer 6 3.6 Not applicable 9 5.4 Total 15 9.0 Total 167 100.0
59
The researcher asked another survey question related to bonus. “Is the bonus system
completely arbitrary?” and 69% of respondents either “disagreed” or “strongly disagreed”
to this statement. There is a sense that the WIIFM (What’s In It For Me) acronym applies
– that this is a win-win situation for the club as well as for the general manager.
Do general managers receive salary increases and bonuses if club goals are not met?
Data indicates that 62% of the respondents do not think they will get their usual salary
increase if they do not meet their club goals this year. About the same percentage (66%)
do not think they will get their usual bonus if they do not meet their club goals this year.
Approximately 2/3 of the club managers who responded indicated that club goals must be
met to earn both base salary and bonus.
Is there a relationship between average annual bonus pay and annual gross base salary?
The present study found an interesting relationship. The bonus pay percentage of those
Exhibit 37 Arbitrary Bonus System
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 13 7.8 9.3 9.3 Agree 30 18.0 21.4 30.7 Disagree 72 43.1 51.4 82.1 Strongly disagree 25 15.0 17.9 100.0 Total 140 83.8 100.0 Missing No answer 8 4.8 Not applicable 19 11.4 Total 27 16.2 Total 167 100.0
60
making $140,000 and over is much higher than that of other pay brackets; 28% of
respondents in this salary range receive an average bonus of 20-24%. 32% receive a
bonus of 15-19%. By contrast, 60% of those making less than $80,000, receive an
annualized bonus of less than 10% of base salary. There is an almost direct relationship
between these two variables with the respondents studied; the higher the pay the higher
the bonus.
Approximately 86% of respondents do receive a bonus in their current position, but this
may have little bearing upon issues such as whether they stay. For example, 61% reported
that, at some point in their careers, they had good performance evaluations and left their
clubs for better compensation packages at other clubs. By contrast, only 5% reported that,
at some point in their careers, they had had poor performance evaluations and were
terminated and accepted lower compensation packages at other clubs. Only 4% reported
that, during their career, they voluntarily left their clubs after a poor performance
evaluation and accepted lower compensation packages at another club.
Another question related to compensation addresses the topic of micro-management by
the board to whom the manager reports. Regardless of high compensation packages, 76%
of responding general managers said that they would not tolerate micro-management.
61
Regardless of pay ranges, the majority of respondents in each category either “disagreed”
or “strongly disagreed” with the idea that they would tolerate micro-management. Even
though managers are paid at a certain level now, they do not believe that they would
tolerate more micro-management for more compensation. The researcher has heard
managers say that they are leaving (or left) their club because of micro-management. It is
unlikely that the micro-managing began just before they left their position, and they may
have been unwilling to admit this to themselves or others until they made their decision
to leave or had already left.
62
Summary and Conclusions
This section summarizes the study’s findings. It is organized by the major variables that
were examined: demographics, logistics, longevity, impact, and compensation. The
primary results associated with each of these factors are reviewed and discussion with
conclusions and implications is provided.
This study was designed to measure the performance evaluation process of general
managers in the private club industry. The personal experience of the researcher, a
thorough literature review, and extensive communication with managers, recruiters,
board members, and others confirmed this was an area of interest and need in the club
industry. Although performance evaluations have been extensively researched, few
studies have focused on the process of performance reviews. Additionally, this topic has
not been previously researched in the private club industry.
A randomized sample of 742 active club managers was obtained from the CMAA. Each
of these managers was sent a cover letter, survey, and reply envelope. The researcher
designed the survey instrument to capture the unique variables affecting the performance
evaluation process of general managers in the private club industry. Extreme care was
taken in the design of the survey to ensure high instrument validity and reliability.
63
Follow-up postcards were mai led to each manager in the sample. In addition, a follow-up
electronic mail message was sent to each of these managers. The end result generated a
gross response rate of 25%; 185 surveys were returned, of which 23% of those returned
were usable. Since general managers are very busy at their clubs, this response rate is a
positive indication of their interest in the success of the project. Many surveys included
comments of interest in the project.
Demographics
The majority of the respondents are general managers (82%), male (88%), married
(82%), work between 50-59 hours per week (57%), are 43-57 years of age (53%), have a
written job description (76%), and have been in the club industry more than 10 years
(81%). The majority of respondents manage country clubs (65%) that are member-owned
(85%) with between 400 to 699 members (65%).
Another demographic – general manager turnover - was provided; the number of
managers in the respondents’ clubs in the past 20 years (including themselves) was:
5 or more managers – 28% of clubs
4 or more managers – 19% of clubs
3 or more managers - 24% of clubs
64
2 or more managers – 16% of clubs
1 manager – 12% of clubs
In conclusion, the many demographic variables measured in the research study confirmed
the sample was a very close representation of the population. The responses indicate the
sample was well-balanced in terms of geographic location and their time in the industry,
income, gender, education level, type of club managed and type of club ownership.
Logistics
The existence and type of performance evaluations being used in the club industry were
important aspecta of the development of this research project. There was a higher
percentage of clubs that did have a performance evaluation process (79%) than did not.
The most common type of performance evaluation was the top-down performance
evaluation (76%). However, respondents using a 360-degree performance evaluation
reported the highest level of satisfaction with their type of evaluation. It is possible that
the old-school authoritarian style management and a top-down performance evaluation
would go hand-in-hand, and a more modern interactive management style would go
hand-in-hand with a 360-degree performance evaluation approach.
Although many general managers (41%) had some level of input into their performance
evaluation, surprisingly some (6%) had no input whatsoever. Another interesting result:
65
8% of the general managers have their goals set by another individual or body such as the
board or committees. Some of the respondents (30%) reported having an ad hoc
discussion of their performance as their review, and 27% of the managers said that they
would like a different style of performance evaluation.
The majority (94%) of respondents stated they were allowed to provide feedback at the
end of the evaluation process. Most managers (91%) considered the performance
evaluation system being used as fair, and 84% of the respondents were satisfied with the
performance evaluation system used. Most respondents (94%) reported their
performance evaluator to be credible, and 85% said their performance evaluation is based
upon a combination of subjective and objective factors.
In conclusion, 70% of private clubs are using performance evaluations for their general
managers. However, this study indicates there is room for improvement in several of the
systems. To be most effective, performance evaluations take preparation on both the
reviewer and the general manager’s part. The work of the general manager is too
important to be evaluated without adequate thought and insight. These results indicate
that 42% of respondents have little, if any, opportunity for input before the end of the
process, and approximately a third of the managers receive an ad hoc discussion only.
66
Longevity
One of the questions in this research study considered whether there was a direct
relationship between having a performance evaluation and length of employment at the
same club. As stated earlier, longevity in a club is not always—in itself—necessarily a
good thing. However, if the conditions are right, longevity is very important, especially in
the private club environment.
This study explored the importance of performance evaluations to the longevity of
managers and found that there was some support for this relationship. The results
indicated that the lack of an adequate performance evaluation is more likely to lead to
managerial turnover. Respondents indicated this managerial turnover might be a result of
managers being released (51% supported this), and because general managers would
likely choose to leave (41% supported this).
Members enjoy seeing the same manager over time, and many managers enjoy seeing the
members’ children grow up and then hosting the wedding for that same child at the club.
It is like a big family. This family atmosphere is often what keeps many members coming
to the club. Tradition is the culture in many clubs, and it is the manager with some
longevity that is there to guard and manage according to that tradition for the
membership.
67
The results of this study also showed a strong relationship between having performance
evaluations and the length of time managers were planning to stay in their club. Those
with performance evaluation plans are more likely planning to stay six years or more at
their present club than those without performance evaluations. The existence of a
relationship, however, does not determine causality.
The researcher also studied the relationship between positive performance evaluations
and longevity. In support of this concept, 50% of the respondents agreed that an excellent
performance evaluation motivates general managers to stay at their club. However, 56%
of managers stated that they would not look for other jobs just because they received a
poor performance evaluation nor would their loyalty to the club diminish. In fact, 68%
agree that a poor performance evaluation motivates them to improve in those stated areas.
This study also showed a positive relationship between those managers who thought their
performance evaluator was credible and the length of time they were planning to stay at
their club. This relationship may be deeper than just the credibility of the performance
evaluator. Performance evaluation is just one tool of communication, and the existence of
open and clear lines of communication may assist in making the evaluator credible.
The researcher also learned that two-way communication in the performance evaluation
contributes to longevity. Respondents with no input into the performance evaluation
process were more likely to leave the club sooner then were their counterparts with input.
68
Of the managers planning to stay at their club for six years or more, only 6% had no input
into the process. By contrast 81% of the managers who will have opportunities for input
are planning to stay for six years or more.
There appears to be a direct relationship between having a performance evaluation and
longevity for general managers. Communication is key, and performance evaluation is a
process in which the evaluator “presents the scorecard” for the manager.
In conclusion, the lack of an adequate performance evaluation is more likely to lead to
managerial turnover. As reported, general managers stated they would likely choose to
leave if the performance process were inadequate. In such situations, it would stand to
reason that these managers do not see themselves progressing in their professional careers
and will make a move to realize this important piece of the process.
It was expected that the data would support the existence of a significant relationship
between receiving “good” or “bad” performance evaluations and whether club managers
would stay or leave their clubs, but this was not the case. Although there is some
evidence that an excellent performance evaluation motivates general managers to stay at
their clubs, there is no evidence that a poor performance evaluation prompts them to
leave their club. In fact, the will and determination of club managers was seen in these
results; 86% of respondents stated they would be motivated to improve upon the areas
where they rated negatively in a performance evaluation.
69
Managers are more likely to stay at a club when they believe the performance evaluator is
credible. This indicates a level of trust and communication exists between organizational
levels of the club, and when this is present within the leadership or “top” of the
organization, it likely penetrates all levels of the club. Trust and communication are key
variables that can affect a club’s daily operations.
The results of this study indicate at least 60% of respondents have been employed at their
current club longer than 2.5 years. It is interesting to note that, the longer managers were
at a club, the more likely they were to perceive their evaluator as credible. The existence
of two-way communication in the performance evaluation process is a contributing factor
to how long managers are likely to stay at that club.
The researcher found that there was data to support the first hypothesis: there is a direct
correlation between having a performance evaluation and longevity and a direct
correlation between having a positive performance evaluation and longevity. To state
this using the null hypothesis: there is no correlation between having a performance
evaluation and longevity. Data disproves this hypothesis.
.
70
Impact
How important is performance evaluation to the well-being of the club? Many factors
join to propel a club forward, and many relate to the manager’s experience, knowledge,
leadership and actions.
Hatfield's (1989) relationship of “power” to “strength” and “time” is relevant here. The
desired result (the power) is the achievement of the goal. This is accomplished by having
experience and knowledge to make the decision (the strength) correlated with the focused
ability to execute the action (the time.) Strength in the club can often be seen in the way
the general manager responds to a given situation both in the kind of actions taken and in
the amount of response time required.
Most (79%) of the managers had professional goals tied to their performance evaluations,
and this was considered reasonable by 90% of the respondents. In addition, 92% of the
managers feel that their goals are achievable. It seems reasonable that, if managers think
their goals are achievable, they would also think they are reasonable, and the data
supports this relationship.
71
Turnover is an indicator of employment dissatisfaction. When the results of this study
are examined closely, 44% of managers of clubs that had only had two managers
previously, including the current one, in the past 20 years agree that the use of goals in
the performance evaluation is useful in moving the club forward.
This research explored whether managers who work for a club using a goal-setting
process as part of performance evaluation believe that the club will move forward more
quickly than a club not using goal setting. Most (88%) of respondents believe this to be
true. More longevity in productive managers should move the club forward because, if
there is a performance evaluation system in place, this should remove most non-
productive managers from their positions.
This study showed that the majority of respondents generally agreed that performance
evaluations assist in moving a club forward. More specifically, they believed that their
own performance evaluations help them move their personal careers forward. Further,
most respondents also thought that a performance evaluation system is important to the
overall functioning of the club.
Only 63% of the respondents stated the primary goals and objectives of their clubs were
defined. However, 83% of the respondents stated that they knew the primary goals and
objectives of their club. This could mean that although only 63% of board and managers
72
had actually taken time to formally commit to stated goals and objectives, 83% of
managers may assume that they know what the primary goals and objectives are, without
having gone through the more formal process with the governing body. This may
become very unproductive and frustrating for the manager, as the assumption that the
manager makes as to the priority of certain areas may be different than that of the
governing body.
The study showed enormous variation in the degree of goal setting done by managers
who set goals and the extent to which managers were part of the performance evaluation.
Some managers set their own goals working alone, others have goals set for them by a
board or committee, some managers are allowed to provide input, and other managers are
not.
No relationships were found between the goal-setting process, the knowledge of the
club's goals and objectives by the general manager and the degree of tolerance for micro-
management. Although the majority of club managers stated a very low tolerance of
micro-management, only 52% of the managers that set their goals alone knew the
primary goals and objectives of the club. In addition, only 50% of responding managers
whose goals were defined by another individual or body said they knew the club’s
primary goals and objectives. These results indicate that managers who do not know the
club's goals and objectives are also those individuals who do not set their own goals.
These results indicate there is weak communication about the direction of the club.
73
More than one-third of the clubs represented by the survey respondents did not define
their club's primary goals and objectives. This was slightly less when one considers
general managers who know the goals and objectives, but do not write them down. It is
difficult to know when you have arrived when you don’t know where you are going!
With the inconsistency of setting goals or even knowing the club's primary goals and
objectives, one might ask, “Who is running the club?” Although managers stated they
would not tolerate micro-management, it is likely to be occurring. If managers do not set
their own goals and if they do not know the club's goals, it would seem that there must be
some person, board or committee providing a high level of micro-management.
On the positive side, 88% of the general managers agreed that the use of goals in their
performance evaluations is useful in moving their club forward. This seems like a healthy
win-win situation in which the club manager knows what is expected and is able to
continue to meet the goals and to have this measured and documented through the
performance evaluation process.
The researcher found that there was data to support the second hypothesis: there is a
direct correlation between performance evaluations and the club moving forward and
meeting its goals. To state this using the null hypothesis: there is no correlation between
74
performance evaluations and the club moving forward and meeting its goals. Data
disproved this hypothesis.
Compensation
The study did find evidence that performance evaluation is positively related to
manager’s compensation. As well, there was some interesting salary and bonus
information garnered from this survey.
The study showed that 47% of the managers agree that there is a direct relationship
between overall performance evaluation and salary for the general manager. Also, 78%
of the respondents agree that there is a direct relationship between their overall
performance evaluation and their bonus.
Of those who earn less than $100,000, 47% have a performance evaluation process but
71% do not receive performance evaluations. Of those earning more than $100,000, 53%
have a performance evaluation process and only 29% do not. While causality is not
supported here, the relationship is.
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The majority (69%) of the respondents reported that a bonus systems is paid only if
earned; and it is not arbitrary. The club managers responding to this study report that if
they do not meet the club goals, they will not get their usual salary increase (78%) or
usual bonus (87%).
It is interesting to learn that, the higher paid the general manager is, the higher the bonus
percentage. For general managers making $140,0000 and over, 28% receive a bonus of
20% to 24% of their base salary, whereas of those making less than $80,000 only 7%
receive a bonus of 20 to 24%. Conversely, for those making $140,000 and over, 12%
receive a bonus of less than 10% and 63% of those making less than $80,000 have a
bonus of less than 10%. Higher-paid managers are in larger clubs with larger budgets.
Perhaps, they have greater responsibilities with bonuses paid accordingly.
Club Board members may increasingly realize that it is necessary to pay for performance.
Hiring a well-qualified and well-paid manager to run the club in a professional manner
and meet the agreed-upon goals that continue to move the club forward creates a win-win
situation for both parties.
The researcher found that there was data to support the third hypothesis: performance
evaluation is positively correlated with managers’ compensation. To state this using the
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null hypothesis: there is no correlation between performance evaluation and managers’
compensation. Data disproved this hypothesis.
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Factual Highlights for the Governing Board The researcher has stated some factual highlights from the monograph that you will be
able to share with your governing body. These statements are supported throughout the
monograph.
There is a higher percentage of clubs that have a performance evaluation process
(79%) than not, and 95% of respondents that have a process in place are evaluated
yearly.
The most common type of performance evaluation is the top-down, while
respondents using a 360-degree performance evaluation report the highest level of
satisfaction with their type of evaluation.
94% of respondents have some level of input into their performance evaluation,
while 6% have no input whatsoever.
50% of respondents agree that an excellent performance evaluation motivates
them to stay at their present club.
51% of respondents agree that the lack of an adequate performance evaluation
leads to non-voluntary general manager turnover.
86% of respondents are in agreement that they would be motivated to improve in
areas where they rated negatively in their performance evaluation.
Respondents who have no input into their evaluation at any point plan to stay at
their club less time than those who do.
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90% of respondents agree that performance evaluation assists in moving a general
manager’s career forward. Furthermore, of the above, 90% agree that their goals
are reasonable and 92% feel that their goals are achievable.
57% of the respondents indicate that their clubs have strategic plans.
47% agree that their performance evaluations are tied to the success of the
strategic plan.
72% agree that their evaluations take into account the economy and independent
factors when assessing the extent to which the manager and the club meets their
goals individually and collectively.
88% agree that the use of goals in their performance evaluation is useful in
moving the club forward.
88% of responding managers believe that their own acceptance of club goals is
directly related to the ability of the club to achieve the goals.
Of those that ‘strongly agree’ that the use of goals in performance evaluations is
useful in moving the club forward, 44% of their clubs have had only 2 managers
in the past 20 years including themselves.
Many respondents intend to stay at their present club – amongst those who had
managed their club for 10 years or more, 48% believed they would remain 6 years
or more.
68% of respondents do not agree that salary increases are arbitrary and unrelated
to evaluation.
54% of those who have a performance evaluation earn more than $100,000,
compared to 29% who do not have an evaluation.
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78% of respondents agree that there is a relationship between their overall
performance evaluation and their bonus.
69% of respondents do not believe that their bonus system is completely arbitrary.
62% of respondents do not think they will get their usual salary increase if they do
not meet their club goals this year.
66% do not think they will get their usual bonus if they do not meet their club
goals this year.
2/3 of the respondents indicated that club goals must be met to earn both base
salary and bonus.
Bonus pay percentage of those making $140,000 and over is much higher than
that of other pay brackets (28% of respondents in this range receive an average
bonus of 20-24%; 32% receive a bonus of 15-19%).
60% of those making less than $80,000 receive an annualized bonus of less than
10% of base salary.
Regardless of high compensation packages, 75% of responding managers said
they would not tolerate micro-management.
Even though managers are paid in a certain range now, they do not believe they
would tolerate more micro-management for more compensation.
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Recommendations and Implications for Further Research
There is a lot of useful information captured by this study that will provide valuable
guidance to general managers, boards, committees and recruiters. This study helps to
reveal many factors that today’s general managers must confront. There is new
information and new knowledge as a result of this study. By citing some of the new facts,
and seeing general managers as stable professionals, both managers and governing boards
may be experiencing a paradigm shift related to the value of performance evaluations and
the processes associated with these benchmarks.
By better defining the responsibilities and goals and by improving the degree of input
into the performance evaluation, the club management industry can itself set and achieve
new goals. It is also the hope of the researcher that, through these improved processes, all
club managers will feel comfortable leaving their club for vacations and continuing
education, and return back, feeling refreshed and ready to tackle the goals of the club.
Effective performance evaluations and the processes by which they are administered can
reduce managerial turnover, can enhance communication by providing a format for
addressing the goals of the club and the general manager and can provide a quantifiable
benchmark by which a manager's salary and bonuses can be measured. Performance
evaluations, when based upon a combination of subjective and objective factors that
include goals, managerial input, and open communication, provide enormous
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opportunities for general managers, for the clubs they manage and for the entire club
industry.
This is the first study conducted on the performance evaluation process for general
managers in the private club industry. This research, although it answered many
questions, also creates new paths for discovery and relationships that need further
exploration. Continued research in this area would be very beneficial to general managers
and the entire club industry.
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Performance Evaluation Documents for General Manager/Chief Operating Officer,
Department Manager, Non-Management Staff, a product of the Premier Club
Services Department. (1997). (Available from the Club Managers Association of
America, 1733 King Street, Alexandria, VA 22314)
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Additional Research and Resources
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covert power. Organization Studies, 19(6), 975-1003.
Bloom, M., & Milkovich, G. T. (1998). Relationships among risk, incentive pay, and
organizational performance. Academy of Management Journal, 41(3), 283-297.
Chopin, M. C., & Schulman, C. T. (1997). Performance pay as a screening device.
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Cichy, R. F., & Schmidgall., R. S. (1997). Financial executives in U.S. clubs. Cornell
Hotel and Restaurant Administration Quarterly, 38(5), 67-73.
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workers: The effect of support-based relationships. Human Relations, 52(2), 205-
224.
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American Business Review, 19(2), 110-114.
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Appendices A: Proposal for MCM Monograph B: MCM Management Advisory Group Members C: E-mail to MCM Management Advisory Group D: Thank-you E-mail to MCM Management Advisory Group E: Cover Letter for Survey Instrument F: Survey Instrument G: Follow-up Postcard H: Follow-up E-mail I: Survey Instrument Response Frequency Tables
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Monograph Proposal for Crystal Thomas, CCM A Study of the General Manager Performance Review Process
July 25, 2003 1. A Statement of the Problem The monograph will address the process of performance review for the General Manager. This is important, because often the General Manager is caught by surprise at review time (or at an impromptu meeting which becomes a defacto review) and finds out that s/he has not been putting focus on the areas that the Board of Governors considers important. It is also important to research and address the relationship between the performance review and compensation. 2. A Brief Review of the Literature A comprehensive review was done. 26 articles were reviewed as well as the Premier Club Services document on performance evaluation. My results are as follows: 7 articles – general relevance and good background reading for my topic
17 articles – moderate relevance – may be able to consider pieces of these articles as I write my monograph
2 articles – high relevance to my topic 1 document – high relevance to my topic The two articles that are highly relevant to my topic are: Success factors in
private clubs Cornell Hotel and Restaurant Administration Quarterly; Ithaca; Oct 1997; James Singerling; Robert C Woods; Jack Ninemeier’ Joe Perdue and Money isn’t everything…or is it? A preliminary research study into money as a motivator in the licensed house sector International Journal of Contemporary Hospitality Management; Bradford; 1998; Karen Meudell; Karen Rodham
The highlyrelevant document is: Performance Evaluation Documents for
General Manager/Chief Operating Officer, Department Manager, Non-management Staff A product of the Premier Club Services Department; 1997; Club Managers Association of America
While little prior research has been done in this area, I was excited by the realization that I will be able to contribute and make a difference to this important area of study. There was a wide array of interesting information about performance evaluation and incentives for CEO’s of publicly traded companies in the general business literature, but not much that related directly to my specific topic.
A fruitful discussion with Mihoko Hosoi, the host line coordinator for the Nestle Library at Cornell University, led to retrieval of exhibits for one of the articles that is particularly related to my topic. I have also reviewed two more specific websites of Cornell
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University, one which is related to Hotel and Restaurant Administration Quarterly articles and the other which is for all lines to the Hotel School at Cornell. Neither of these searches turned up much specific as it relates to my topic.
I have initiated my consultation with other managers as well as with educators and CMAA executives to do the research necessary to develop my monograph relating to A Study of the General Manager Performance Review Process. 3. Proposed Research Methods The methods used will include a triangulated study. Components of the study will include 1) qualitative methods-focus groups, discussion, and interviews – and 2) quantitative methods – a survey instrument, which will include demographic variables of interest and a questionnaire designed with scalar range response to investigate the problem (the questionnaire will be developed as a normative instrument during the qualitative phase). 4. Results, Discussion and Implications Results will be analyzed using statistical software (such as Excel and SPSS) to evaluate and categorize frequencies and possible relationships that may exist among independent and dependent variables. Experience in the industry and informal discussions with managers over the years suggest that the process of performance review process and its possible relationship to compensation for managers has a direct link to real-world application for any manager. Beyond this ontological hunch, I will investigate the variables from a theoretical perspective (epistemology) to determine what the literature suggests may be the relationships, and then operationalize the variables into a normative survey instrument to be completed by other managers. The analysis phase will examine the data provided by the managers.
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MCM Management Advisory Group Members
Cyrus Afshin, San Gabriel Country Club, General Manager Ronald Banaszak, CCM, Glendora Country Club, Club Manager Jennifer Beck, CCM, Glen Oak Country Club, Manager Richard Bruner, CCM, University Club of Michigan State University, General Manager Michael Carroll, CCM, Copper River Country Club, General Manager Claudio Caviglia, CCM, Oakwood Club, General Manager Andrew Curtis, CCM, India House, General Manager Jay DiPietro, CCM, Boca West Country Club, President/General Manager Sandra Frappier, CCM, Ft. Wayne Country Club, General Manager Elizabeth Fritz-Grant, CCM, Somerset Hills Country Club, Manager Peter Homberg, CCM, The Penn Club, General Manager Michael Leemhuis, CCM, Congressional Country Club, General Manager/COO Dennis Nighswonger, CCM, Thunderbird Country Club, General Manager Gregg Patterson, The Beach Club, Manager William Rothballer, CCM, University Club of Louisville, General Manager Rick Sussman, CCM, Mission Viejo Country Club, General Manager Brent Tartamella, CCM, Philadelphia Cricket Club, Assistant General Manager David Voorhees, CCM, Big Canyon Country Club, General Manager Burton Ward, CCM, Century Country Club, General Manager
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E-mail to MCM Management Advisory Group From: Crystal Thomas [mailto:[email protected]] Sent: Friday, July 25, 2003 4:32 PM To: Andrew Curtis (E-mail); Bill Rothballer (E-mail); Brent Tartamella (E-mail); Burton Ward (E-mail); Claudio Caviglia (E-mail); Cyrus Afshin (E-mail); David Voorhees (E-mail); Dennis Nighswonger (E-mail); Elizebeth Fritz-Grant (E-mail); Gordon Welch (E-mail); Gregg Patterson (E-mail); Jay Dipietro (E-mail); Jennifer Beck (E-mail); Michael Carroll (E-mail); Michael Leemhuis (E-mail); Peter Homberg (E-mail); Richard Bruner (E-mail); Rick Sussman (E-mail); Ron Banazak (E-mail); Sandra Frappier (E-mail) Cc: Dr. Edward A. Merritt (E-mail) Subject: my Master Club Manager research and monograph Dear Colleague: I am currently preparing a survey, which will be a key instrument in completing my Master Club Manager designation. As a pilot exercise before conducting the full survey, I am requesting your assistance, which will be very valuable in helping ensure that this research is meaningful to our industry. My topic is 'A Study of the General Manager Performance Review Process'. I am interested in how reviews are conducted, who conducts them, the basis for reviews, how closely the performance evaluation ties the evaluation to compensation and bonus, as well as other information. I am requesting your assistance in the following areas: 1) would you please give me 3-5 ideas for questions that you think would be relevant for the survey? 2) would you please give me your opinion as to any related areas that I have not mentioned that you think that I should cover? 3) If your club uses a personal performance evaluation for you, would you please answer these questions to help make sure that I am on the right track?: a) How often is a personal performance evaluation for you conducted? b) Who conducts this performance evaluation? c) Describe whether and how the performance evaluation is tied to your compensation plan. d) Do you participate in an incentive-based (performance) bonus? e) If you answered 'yes' to d), please explain how it is tied. f) Do you use a performance evaluation with your team members? g) if yes to f), do you use the same system with your team members or do you use something different? h) if you use a performance evaluation with your team members, and you use a different system, please explain the system you use. i) will you please provide by attachment or hard copy a copy of the form used for your performance evaluation as well as the one used for your team members?
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Being a General Manager, I understand the sensitivity of the information that you share with me. Please know that any information that you provide will only be used in aggregate—no individuals or clubs will be identified. The only other person that will see raw data will be Dr. Ed Merritt, my academic advisor. I thank you in advance for your very valuable assistance with this project. I hope to hear from you by Friday, August 1, 2003. You can reach me by return e-mail, by telephone at 626-395-8206, or by snail mail at Crystal Thomas CCM, General Manager, The Athenaeum, California Institute of Technology, 551 S. Hill Avenue, Pasadena, CA 91106. Best regards, Crystal Thomas, CCM, CHE General Manager The Athenaeum The California Institute of Technology 551 South Hill Avenue Pasadena, CA 91106 TELEPHONE: 626-395-8260 CELL: 626-298-3427 FAX: 626-356-0784
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Thank-you E-mail to MCM Management Advisory Group -----Original Message----- From: Crystal Thomas [mailto:[email protected]] Sent: Thursday, August 14, 2003 6:00 AM To: Andrew Curtis (E-mail); Bill Rothballer (E-mail); Brent Tartamella (E-mail); Burton Ward (E-mail); Claudio Caviglia (E-mail); Cyrus Afshin (E-mail); David Voorhees (E-mail); Dennis Nighswonger (E-mail); Elizebeth Fritz-Grant (E-mail); Gordon Welch (E-mail); Gregg Patterson (E-mail); Jay Dipietro (E-mail); Jennifer Beck (E-mail); Michael Carroll (E-mail); Michael Leemhuis (E-mail); Peter Homberg (E-mail); Richard Bruner (E-mail); Rick Sussman (E-mail); Ron Banazak (E-mail); Sandra Frappier (E-mail) Cc: Dr. Edward A. Merritt (E-mail) Subject: my survey instrument Good Morning everyone! Thanks for all the great information that I was able to glean from your comments and reviews that you sent me. I wanted you to be the first to see the survey instrument that is being compiled at the printers as I write this. It will be made into a booklet form, saddle bound (stapled) with a cover letter and a return-envelope. I will send a reminder postcard (which I am developing today) in 7-10 days. I don't know whether you will be part of the survey or not. We did a pick of every sixth person in the directory, so that is why I am sending this as you may not actually be part of the survey. Thanks again for all your assistance in getting me to this point. I really appreciate it. Have a super day!! Cheers....crystal Crystal Thomas, CCM, CHE General Manager The Athenaeum The California Institute of Technology 551 South Hill Avenue Pasadena, CA 91106 TELEPHONE: 626-395-8260 CELL: 626-298-3427 FAX: 626-356-0784
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Cover Letter for Survey Instrument
Crystal Thomas, CCM, CHE General Manager The Athenaeum
California Institute of Technology 551 South Hill Avenue Pasadena, CA 91106
August, 2003 Dear Club Manager: I am conducting research for my Master Club Manager (MCM) monograph and designation. The results of this research will provide managers, CMAA, and industry researchers an opportunity to examine the performance evaluation process for club general managers. Your input is vital to the success of this study. I am soliciting this information from approximately 700 clubs. I am asking for your candid and anonymous responses to the enclosed survey. Individual responses will be strictly confidential. You will need about 30 minutes to complete this survey. Specific instructions are included before each section. Even if you have been employed at the club for a short time, please complete this survey. After completing the survey, please return it in the stamped, self-addressed envelope provided and return it to me as soon as possible (but by August 29 at the latest), as an immediate response is appreciated. Thank you in advance for participating in this valuable and worthwhile project. I will provide summary results at the upcoming CMAA World Conference in Anaheim in February. As a way of saying “thanks,” please include your business card in the return envelope along with your answer sheet to participate in a drawing for a nice gift. Once again, we assure you that the study will not indicate any individual responses. Sincerely, Crystal Thomas, CCM, CHE Note: The survey begins on the next page of this booklet.
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General Manager Survey Questions
Part 1: Logistics Consider your previous performance evaluations: In general, what are the logistics of your performance evaluation? Please answer the following questions with a (√ ) in the ‘ yes/no’ brackets or, where relevant, circle the appropriate letter. 1. There is no performance evaluation system at my club, nor has there been in the past.
( ) yes ( ) no If yes, move to Part 2 Longevity. 2. At this time there is no performance evaluation system at my club for my position. However there
has been in the past. ( ) yes ( ) no If yes, move to Part 1b ______________________________________________________________________________
3. Other management and hourly employees of my club are evaluated under the same performance
evaluation system as the general manager. ( ) yes ( ) no 4. My performance evaluator is (circle one of the following)
a. the Club President. b. Club House Committee Chair. c. the entire Club Board. d. a representative from the Club Board. e. Other (please specify)
5. If you selected (a) in question 3, does your Club President hold a session with the Executive of the Board to consider your performance evaluation? ( ) yes ( ) no
6. My performance evaluation is (circle one of the following)
a. conducted yearly. b. conducted semi-annually (two times per year). c. conducted three times per year or more. d. Other (please specify)
7. My weighted written job description is tied into my performance evaluation? ( ) yes ( ) no 8. My performance evaluation is delivered (circle one of the following)
a. by my performance evaluator with no others present. b. by the Executive of the Board . c. at full Board meeting with no other staff present. d. at full Board meeting with other staff present. e. Other (please specify)
9. My performance evaluation is (circle one of the following) a. a 360-degree performance evaluation (evaluation by board, direct reports, staff, self, and
perhaps members). b. a top down performance evaluation (president or equivalent rating me). c. a peer-to-peer performance evaluation (direct reports only). d. a subordinate performance evaluation (direct reports and perhaps lower level reports). e. a self-assessment performance evaluation (assess myself and share with board). f. Other (please specify)
10. I have input into my performance evaluation (circle one of the following) a. at the beginning of the process. b. at the beginning and during the process . c. only to deliver feedback after the review. d. at no point in the process.
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11. My performance evaluation has a section for goal setting. ( ) yes ( ) no 12. My professional goals are set by (circle one of the following)
a. me alone. b. another individual/ body (i.e. board, committee). c. an individual/ body (i.e. board, committee, etc.) with my involvement. d. other (please specify)
13. My performance evaluation process consists of (circle one of the following)
a. closed-ended questions (no opportunity for narrative, usually involving a grading system). b. open-ended questions (narrative based and no grading system). c. a combination of closed-ended questions and open-ended questions.
14. My performance evaluation process is informal with my reviewer dropping by ad hoc to discuss my performance. ( ) yes ( ) no
15. My performance evaluation system has (circle one of the following)
a. changed in the last year. b. changed in the last two years. c. changed in the last three years. d. changed in the last four years. e. changed in the last five years. f. not changed over the past 5 years.
On a scale of 1 – 5, indicate how strongly you agree or disagree with the following statements.( circle only one number for each question) 1= Strongly agree 2= Agree 3= Disagree 4=Strongly disagree 5=Not Applicable 16. My performance evaluator is credible (capable of being believed and deserves confidence).
(1) (2) (3) (4) (5)
17. At the completion of my performance evaluation I have the ability to give feedback.
(1) (2) (3) (4) (5)
18. I consider the performance evaluation system for the general manager fair.
(1) (2) (3) (4) (5)
19. I am satisfied with the performance evaluation system used.
(1) (2) (3) (4) (5)
20. I would prefer a different style of performance evaluation than what is used in my club.
(1) (2) (3) (4) (5)
21. My performance evaluation is based upon subjective (feelings not backed up by data) criteria.
(1) (2) (3) (4) (5)
22. My performance evaluation is based upon objective (having actual existence such as counts and times) criteria.
(1) (2) (3) (4) (5)
23. My performance evaluation is a combination of subjective and objective criteria.
(1) (2) (3) (4) (5)
24. Both my reviewer and I adhere to formalities involved in the review process. Formalities are defined as communicated processes with expectations on both sides such as: written performance evaluations and set meeting times for review discussion.
(1) (2) (3) (4) (5)
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General Manager Survey Questions Part 1b: Clubs that no longer use Performance Evaluation Systems Please use this section if you answered ‘yes’ to Question 2, Part 1: Logistics 1. We used to have a performance evaluation process for the General Manager. The type of evaluation was a:
a) 360-degree performance evaluation (evaluation by board, direct reports, staff, self, and perhaps members)
b) top-down performance evaluation (president or equivalent does the rating) c) peer-to-peer performance evaluation (direct reports only) d) subordinate performance evaluation (direct reports and perhaps lower level reports) e) self-assessment performance evaluation (General Manager assesses self and shares with
board) 2. This was in use:
a) last year b) two years ago c) three years ago d) four years ago e) five years ago or more
Please state why the performance evaluation process is no longer used by your club.
Part 2: Longevity Consider your period of employment as the General Manager at your club. In general, what is the effect of your performance evaluation on your longevity with your club – either past or present experience? On a scale of 1 – 5, indicate how strongly you agree or disagree with the following statements (circle only one number for each question). 1= Strongly agree 2= Agree 3= Disagree 4=Strongly disagree 5= Not Applicable 1. An excellent performance evaluation motivates me to stay at my club.
(1) (2) (3) (4) (5) 2. The lack of an adequate performance evaluation process leads to general manager turnover
because the board releases the general manager. (1) (2) (3) (4) (5)
3. The lack of an adequate performance evaluation process leads to general manager turnover because the general manager quits. (1) (2) (3) (4) (5)
4. A poor performance evaluation motivates me to improve upon the areas where I rated negatively. (1) (2) (3) (4) (5)
5. If I received a poor performance evaluation I would start to look for another position. (1) (2) (3) (4) (5)
6. If I received a poor performance evaluation I would leave my position. (1) (2) (3) (4) (5)
7. If I received a poor performance evaluation I would lose loyalty to my club. (1) (2) (3) (4) (5)
Please answer the following questions with a (√ ) in the ‘yes/no’ brackets. 8. Have you, at some point in your career, had a good performance evaluation and voluntarily left
your position within six months? ( ) yes ( ) no 9. Have you at some point in your career, encountered a poor performance evaluation that led to your
resignation within six months afterward? ( ) yes ( ) no 10. Have you at some point in your career, had a poor performance evaluation and been terminated
within six months afterward? ( ) yes ( ) no 11. Have you, at some point in your career, had a good performance evaluation and been terminated
within six months afterward? ( ) yes ( ) no
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General Manager Survey Questions Part 3: Impact Consider the changes and accomplishments within your club and the speed at which these have occurred. In general, what is the impact of your performance evaluation on your club, and how does your performance evaluation help your club meet established goals and move your club forward? On a scale of 1 – 5, indicate how strongly you agree or disagree with the following statements. (choose only one number for each question) 1= Strongly agree 2= Agree 3= Disagree 4=Strongly disagree 5=Not
Applicable 1. In general, I believe that performance evaluations assist in moving a general manager’s club career
forward. (1) (2) (3) (4) (5)
2. I believe my performance evaluation at my club helps me move my career forward. (1) (2) (3) (4) (5)
3. I have professional goals tied to my performance evaluation. (1) (2) (3) (4) (5)
4. I feel the goals tied to my performance evaluation are reasonable. (1) (2) (3) (4) (5)
5. I feel that the goals tied to my performance evaluation are achievable. (1) (2) (3) (4) (5)
6. I think a performance evaluation is important to the overall functionality of the club. (1) (2) (3) (4) (5)
7. The primary goals and objectives of my club are defined. (1) (2) (3) (4) (5)
8. I know the primary goals and objectives of my club. (1) (2) (3) (4) (5)
9. My performance evaluation acknowledges the previously defined primary goals and objectives of my club.
(1) (2) (3) (4) (5) 10. Our club has a strategic plan.
(1) (2) (3) (4) (5) 11. My performance evaluation is tied to the success of our strategic plan.
(1) (2) (3) (4) (5) 12. The economy and independent factors are taken into account when assessing the meeting of my goals
and progress of the club in my performance evaluation. (1) (2) (3) (4) (5)
13. My previous success has led my performance evaluator to have unrealistically high expectations of my future evaluations.
(1) (2) (3) (4) (5) 14. The use of goals in my performance evaluation is useful in moving the club forward.
(1) (2) (3) (4) (5) 15. My acceptance of the club goals directly relate to the ability of the club to achieve those goals.
(1) (2) (3) (4) (5) 16. Whether or not I accept club goals that have been set by someone other than me directly relates to my
performance and ultimately results in the goals not being met. (1) (2) (3) (4) (5)
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General Manager Survey Questions Part 4: Compensation Consider your salary, incentives and the total compensation that you receive. In general, what is the effect of your performance evaluation on monetary compensation (i.e. salary and bonus)? On a scale of 1 – 5, indicate how strongly you agree or disagree with the following statements. (note your answers on the answer sheet – you may choose only one number from the scale for each question) 1= Strongly agree 2= Agree 3= Disagree 4=Strongly disagree 5= Not Applicable 1. There is a direct correlation between my overall performance evaluation and my salary.
(1) (2) (3) (4) (5) 2. Any salary increase I may receive is completely arbitrary with no correlation to my performance
evaluation. (1) (2) (3) (4) (5)
3. I am evaluated on my goals (or goals that have been set for me) and my salary is directly correlated to me achieving these goals.
(1) (2) (3) (4) (5) 4. There is a direct correlation between my overall performance evaluation and my bonus.
(1) (2) (3) (4) (5) 5. The bonus system that is in place is completely arbitrary with no objective factors as to whether I
deserve a bonus. (1) (2) (3) (4) (5)
6. The higher my compensation package, the more willing I am to tolerate micro-management from my Board, committees or members.
(1) (2) (3) (4) (5) 7. Even if I do not meet the club goals this year, I know I will get my usual salary increase.
(1) (2) (3) (4) (5) 8. Even if I do not meet the club goals this year, I know I will get my usual bonus.
(1) (2) (3) (4) (5) Please answer the following questions with ‘yes’ or ‘no’ on your answer sheet.
9. I receive a bonus in my current situation? ( ) yes ( ) no 10. At some point in my career, I have had a good performance evaluation, but left the club for a
better compensation package at another club. ( ) yes ( ) no 11. At some point in my career, I have had a poor performance evaluation and was terminated. I
accepted a lower compensation package at another club. ( ) yes ( ) no 12. At some point in my career I had a poor performance evaluation and voluntarily left the club. I
accepted a lower compensation package at another club. ( ) yes ( ) no
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General Manager Survey Questions Part 5: Demographic Information Mark the answer that best describes you or your club on the answer sheet. Circle only one answer in each question. 1. Job title
a. General Manager/ COO b. Manager c. Clubhouse Manager d. Assistant Manager e. Other
2. In which area of the country do you work? a. Central (OK, MO, OH, IN, MI, IL, WI, MN, IA, ND, SD, NE, KS) b. Mountain (NM, CO, AZ, UT, ID, MT, WY) c. North (ME, NH, VT, MA, RI, CT, NY, NJ, PA, DC, DE, MD, WV) d. South (VA, NC, SC, GA, FL, TX, AR, LA, MS, AL, TBN, KY) e. West (NV, CA, OR, WA, HI, AK) f. Other (please specify)
3. Type of club? a. Athletic b. City c. Country d. Golf e. Yacht f. Faculty g. Other (please specify)
4. Marital Status? a. Married, or committed domestic relationship b. Single, never married c. Single, previously married d. Widowed
5. Which statement best describes the ownership of your club? a. A member-owned club b. A corporate-owned, developer-owned or individually-owned club c. Other (please specify)
6. How much longer do you plan to stay at your present club? a. Less than 1 year b. Between 2 and 3 years c. Between 3 and 4 years d. Between 4 and 5 years e. Between 5 and 6 years f. 6 years or more
7. How long have you been at your present club? a. Less than 1 year b. Between 1 and 2 years c. Between 2 and 4 years d. Between 4 and 6 years e. Between 6 and 8 years f. Between 8 and 10 years g. 10 years or more
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8. Total number of members at your club (all classes)
a. Less than 400 b. 400 to 549 c. 550 to 699 d. 700 to 849 e. 850 to 999 f. 1000 to 1149 g. 1150 or more
9. How many hours a week do you work at the club? a. Less than 40 hours b. 40 to 49 hours c. 50 to 59 hours d. 60 to 69 hours e. 70 hours or more
10. Mark your highest education level: a. Graduated high school b. Some college c. College diploma/certificate d. Bachelor’s degree e. Some graduate work f. Master’s degree g. Other (please specify)
11. Into which generation grouping were you born? a. Generation X: January 1961 to December 1981 (Baby Busters) b. Baby Boomer Generation: 1946 to December 1960 c. The Silent Generation: January 1925 to December 1945 d. Other (please specify)
12. Are you certified by the Club Managers Association of America? a. No b. Yes. I am a CCM. c. Yes. I am an MCM.
13. Gender a. Male b. Female
14. Annualized gross base salary a. Less than $60,000 b. $60,000 to $79,999 c. $80,000 to $99,999
d. $100,000 to $119,999 e. $120,000 to $139,999 f. $140,000 to $159,999 g. $160,000 to $179,999 h. $180,000 to $199,999 i. $200,000 or more
15. Annualized bonus pay average a. There is no bonus plan b. Less than 10 percent of base salary c. 10 to 14 percent of base salary d. 15 to 19 percent of base salary e. 20 to 24 percent of base salary f. 25 to 29 percent of base salary g. 30 percent or more
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16. How long have you been in the club industry?
a. Less than 1 year b. 1 year to 1 year 11 months c. 2 years to 3 years 11 months d. 4 years to 5 years 11 months e. 6 years to 7 years 11 months f. 8 years to 9 years 11 months g. 10 years or more
17. How many club general managers (or the equivalent) has your club employed in the last twenty years?
a. 1 manager (including yourself) b. 2 managers (including yourself) c. 3 managers (including yourself) d. 4 managers (including yourself) e. 5 managers (including yourself) f. More than 5 managers (including yourself). Please specify how many.
18. I have a written job description a. Yes b. No
19. My job description is weighted (emphasis is given to different duties within your job description, rather than each element being equally important).
a. Yes b. No
Please check to be sure that you answered all of the questions.
Please mail (use the pre-addressed envelope provided) your completed survey now.
Many thanks. Crystal Thomas, CCM, CHE Voice: 1-626-395-8260 The Athenaeum Cell: 1-626-298-3427 General Manager Fax: 1-626-356-0784 551 South Hill Avenue Email: [email protected] Pasadena CA 91106
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Follow-up Postcard
The Athenaeum
CALIFORNIA INSTITUTE OF TECHNOLOGY
PASADENA,CA 91125
ADDRESS SERVICE REQUESTED
Reminder!
FIRST CLASS MAIL U.S. POSTAGE
PAID Pasadena, Calif. Permit No.583
About 10 days ago, you should have received the “Performance Evaluation Process for Club General Managers" survey that I sent relating to my Master Club Manager (MCM) designation. If you have already returned it, thank you. If you have not yet completed it and sent it back, I would really appreciate if you could do this immediately. Please e-mail me at [email protected] or call me at 1-626-395-8260 if you never received it or have misplaced it and require another copy. Your participation is vital to the success of this research. Thanks in advance for your assistance.
Crystal Thomas, CCM, CHE General Manager The Athenaeum
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Follow-up E-mail -----Original Message----- From: Susan Cline [mailto:[email protected]]On Behalf Of Crystal Thomas (E-mail) Sent: Thursday, September 04, 2003 7:15 PM To: Crystal Thomas (E-mail) Subject: Second Request for Return of MCM Survey I truly need your help. As a GM of a private club, I know how busy you are taking care of your members. I am actively working on my Master Club Manager designation, and my goal is to present this at the Anaheim conference in February. Consequently, I am respectfully requesting your assistance. My research is on The Performance Evaluation Process for General Managers. This will be a source of information for all of us to use with our boards, and in our operations. A survey was sent to you a couple of weeks ago. If you completed it and returned it, THANK YOU! If you have not yet completed the survey, please consider giving me 15 minutes of your valuable time, to ultimately benefit all general managers in the club industry. The results will be available to you on Clubnet in early 2004. Please print the attached document. Please complete the survey. It truly should only take 15 minutes. Please return to me by fax at either 626-356-0784 or 626-395-8279 by Friday, September 5 by 6:00 p.m. I realize that faxing takes the anonymity out of the process, however, I give you my word that I am only interested in the numbers as a whole. No one else will see any identifying information. I REALLY need your assistance with completing and returning the survey. Fortunately, many of our colleagues have responded, but more information would help immensely. Again, if you have already completed and returned the survey, I thank you from the bottom of my heart. If you have not yet done it, if you could just take a few minutes to complete and fax back, I would be very grateful. Thanks again for your anticipated cooperation and support with this. Crystal Thomas, CCM, CHE General Manager The Athenaeum
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Survey Instrument Response Frequency Tables Table I1 Performance Evaluation is Absent
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes (there is none) 32 19.2 21.3 21.3 No 118 70.7 78.7 100.0 Total 150 89.8 100.0 Missing No answer 17 10.2 Total 167 100.0 Table I2 Performance Evaluations Present in the Past
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 6 3.6 4.8 4.8 No 63 37.7 50.4 55.2 Answered no to
previous question 56 33.5 44.8 100.0
Total 125 74.9 100.0 Missing No answer 42 25.1 Total 167 100.0 Table I3 Other Employees Have the Same Evaluation System
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 21 12.6 16.8 16.8 No 104 62.3 83.2 100.0 Total 125 74.9 100.0 Missing No answer 42 25.1 Total 167 100.0
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Table I4 Title of Performance Evaluator
Frequency Percent Valid
Percent Cumulative
Percent Valid Club president 50 29.9 40.7 40.7 Clubhouse committee chair 5 3.0 4.1 44.7 Entire club board 18 10.8 14.6 59.3 Representative from club
board 3 1.8 2.4 61.8
Other 47 28.1 38.2 100.0 Total 123 73.7 100.0 Missing No answer 44 26.3 Total 167 100.0 Table I5 Club President Holds Sessions with Board Executive to Consider Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 59 35.3 79.7 79.7 No 15 9.0 20.3 100.0 Total 74 44.3 100.0 Missing No answer 93 55.7 Total 167 100.0 Table I6 Frequency of Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Conducted yearly 120 71.9 95.2 95.2 Conducted semi-annually (2
times per year) 6 3.6 4.8 100.0
Total 126 75.4 100.0 Missing No answer 41 24.6 Total 167 100.0 Table I7 Weighted Written Job Description is Tied into Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 79 47.3 63.2 63.2 No 46 27.5 36.8 100.0 Total 125 74.9 100.0 Missing No answer 42 25.1 Total 167 100.0
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Table I8 Performance Evaluation Delivery Method
Frequency Percent Valid
Percent Cumulative
Percent Valid By performance evaluator
alone 68 40.7 54.8 54.8
By board executive 29 17.4 23.4 78.2 At full board meeting with
no staff 4 2.4 3.2 81.5
At full board meeting with other staff
1 .6 .8 82.3
Other 22 13.2 17.7 100.0 Total 124 74.3 100.0 Missing No answer 43 25.7 Total 167 100.0 Table I9 Type of Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid 360-degree 10 6.0 8.0 8.0 Top-down 95 56.9 76.0 84.0 Peer-to-peer 2 1.2 1.6 85.6 Subordinate 1 .6 .8 86.4 Self-assessment 3 1.8 2.4 88.8 Other 14 8.4 11.2 100.0 Total 125 74.9 100.0 Missing No answer 42 25.1 Total 167 100.0 Table I10 Self-Input in Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid At the beginning of the
process 20 12.0 16.0 16.0
At the beginning and during the process
51 30.5 40.8 56.8
Only to deliver feedback after the review
47 28.1 37.6 94.4
At no point in the process 7 4.2 5.6 100.0 Total 125 74.9 100.0 Missing No answer 42 25.1 Total 167 100.0
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Table I11 Performance Evaluation Contains Goal-Setting Section
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 98 58.7 81.0 81.0 No 23 13.8 19.0 100.0 Total 121 72.5 100.0 Missing No answer 46 27.5 Total 167 100.0 Table I12 Person Who Sets Professional Goals for Manager
Frequency Percent Valid
Percent Cumulative
Percent Valid Manager alone 52 31.1 42.6 42.6 Another individual/body 10 6.0 8.2 50.8 An individual/body with
manager’s involvement 55 32.9 45.1 95.9
Other 5 3.0 4.1 100.0 Total 122 73.1 100.0 Missing No answer 45 26.9 Total 167 100.0 Table I13 Type of Performance Evaluation Questions
Frequency Percent Valid
Percent Cumulative
Percent Valid Closed-ended questions 13 7.8 11.1 11.1 Open-ended questions 29 17.4 24.8 35.9 Combination of closed and
open-ended questions 75 44.9 64.1 100.0
Total 117 70.1 100.0 Missing No answer 50 29.9 Total 167 100.0 Table I14 Performance Evaluation Process is Informal with Reviewer Dropping By for Ad Hoc Discussion of Performance
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 37 22.2 30.3 30.3 No 85 50.9 69.7 100.0 Total 122 73.1 100.0 Missing No answer 45 26.9 Total 167 100.0
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Table I15 Frequency/Recency Performance Evaluation System Has Changed
Frequency Percent Valid
Percent Cumulative
Percent Valid Changed in the past year 33 19.8 27.7 27.7 Changed in the past 2 years 18 10.8 15.1 42.9 Changed in the past 3 years 9 5.4 7.6 50.4 Changed in the past 4 years 7 4.2 5.9 56.3 Changed in the past 5 years 5 3.0 4.2 60.5 Not changed in over past 5
years 47 28.1 39.5 100.0
Total 119 71.3 100.0 Missing No answer 48 28.7 Total 167 100.0 Table I16 Performance Evaluator is Credible
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 51 30.5 43.2 43.2 Agree 60 35.9 50.8 94.1 Disagree 6 3.6 5.1 99.2 Strongly disagree 1 .6 .8 100.0 Total 118 70.7 100.0 Missing No answer 48 28.7 Not applicable 1 .6 Total 49 29.3 Total 167 100.0 Table I17 Manager Able to Give Feedback After Completion of Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 73 43.7 60.8 60.8 Agree 40 24.0 33.3 94.2 Disagree 5 3.0 4.2 98.3 Strongly disagree 2 1.2 1.7 100.0 Total 120 71.9 100.0 Missing No answer 46 27.5 Not applicable 1 .6 Total 47 28.1 Total 167 100.0
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Table I18 Manager Perceives His or Her Performance Evaluation System as Fair
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 42 25.1 35.3 35.3 Agree 66 39.5 55.5 90.8 Disagree 11 6.6 9.2 100.0 Total 119 71.3 100.0 Missing No answer 47 28.1 Not applicable 1 .6 Total 48 28.7 Total 167 100.0 Table I19 Manager is Satisfied with the Performance Evaluation System Used
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 38 22.8 31.7 31.7 Agree 63 37.7 52.5 84.2 Disagree 17 10.2 14.2 98.3 Strongly disagree 2 1.2 1.7 100.0 Total 120 71.9 100.0 Missing No answer 47 28.1 Total Total 167 100.0 Table I20 Manager Would Prefer a Different Style of Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 10 6.0 9.1 9.1 Agree 20 12.0 18.2 27.3 Disagree 51 30.5 46.4 73.6 Strongly disagree 29 17.4 26.4 100.0 Total 110 65.9 100.0 Missing No answer 46 27.5 Not applicable 11 6.6 Total 57 34.1 Total 167 100.0
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Table I21 Performance Evaluation is Based Upon Subjective Criteria
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 9 5.4 8.1 8.1 Agree 36 21.6 32.4 40.5 Disagree 43 25.7 38.7 79.3 Strongly disagree 23 13.8 20.7 100.0 Total 111 66.5 100.0 Missing No answer 48 28.7 Not applicable 8 4.8 Total 56 33.5 Total 167 100.0 Table I22 Performance Evaluation is Based Upon Objective Criteria
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 9 5.4 7.8 7.8 Agree 66 39.5 57.4 65.2 Disagree 30 18.0 26.1 91.3 Strongly disagree 10 6.0 8.7 100.0 Total 115 68.9 100.0 Missing No answer 46 27.5 Not applicable 6 3.6 Total 52 31.1 Total 167 100.0 Table I23 Evaluation is a Combination of Subjective and Objective Criteria
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 35 21.0 29.9 29.9 Agree 64 38.3 54.7 84.6 Disagree 15 9.0 12.8 97.4 Strongly disagree 3 1.8 2.6 100.0 Total 117 70.1 100.0 Missing No answer 46 27.5 Not applicable 4 2.4 Total 50 29.9 Total 167 100.0
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Table I24 Both Reviewer and Manager Adhere to Formalities in the Review Process
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 22 13.2 19.1 19.1 Agree 52 31.1 45.2 64.3 Disagree 28 16.8 24.3 88.7 Strongly disagree 13 7.8 11.3 100.0 Total 115 68.9 100.0 Missing No answer 46 27.5 Not applicable 6 3.6 Total 52 31.1 Total 167 100.0 Table I25 Previous Evaluation Type for Managers with No Performance Evaluation System
Frequency Percent Valid
Percent Cumulative
Percent Valid Top-down 8 4.8 100.0 100.0 Missing No answer 159 95.2 Total 167 100.0 Table I26 Time Frame in Which Previous Evaluation Type Was in Use
Frequency Percent Valid
Percent Cumulative
Percent Valid Last year 3 1.8 50.0 50.0 2 years ago 2 1.2 33.3 83.3 4 years ago 1 .6 16.7 100.0 Total 6 3.6 100.0 Missing No answer 161 96.4 Total 167 100.0 Table I27 Excellent Evaluation System Motivates Manager to Stay at Club
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 56 33.5 37.3 37.3 Agree 75 44.9 50.0 87.3 Disagree 15 9.0 10.0 97.3 Strongly disagree 4 2.4 2.7 100.0 Total 150 89.8 100.0 Missing No answer 14 8.4 Not applicable 3 1.8 Total 17 10.2 Total 167 100.0
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Table I28 Lack of Adequate Process Leads to Turnover Because Board Releases Manager
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 15 9.0 10.6 10.6 Agree 72 43.1 51.1 61.7 Disagree 37 22.2 26.2 87.9 Strongly disagree 17 10.2 12.1 100.0 Total 141 84.4 100.0 Missing No answer 17 10.2 Not applicable 9 5.4 Total 26 15.6 Total 167 100.0 Table I29 Lack of Adequate Process Leads to Turnover Because Manager Quits
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 10 6.0 7.0 7.0 Agree 56 33.5 39.2 46.2 Disagree 58 34.7 40.6 86.7 Strongly disagree 19 11.4 13.3 100.0 Total 143 85.6 100.0 Missing No answer 18 10.8 Not applicable 6 3.6 Total 24 14.4 Total 167 100.0 Table I30 Poor Evaluation Motivates Manager to Improve on Negatively Rated Areas
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 27 16.2 18.0 18.0 Agree 102 61.1 68.0 86.0 Disagree 14 8.4 9.3 95.3 Strongly disagree 7 4.2 4.7 100.0 Total 150 89.8 100.0 Missing No answer 14 8.4 Not applicable 3 1.8 Total 17 10.2 Total 167 100.0
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Table I31 Managers Who Received a Poor Evaluation Would Start to Look for Another Position
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 13 7.8 8.8 8.8 Agree 33 19.8 22.4 31.3 Disagree 82 49.1 55.8 87.1 Strongly disagree 19 11.4 12.9 100.0 Total 147 88.0 100.0 Missing No answer 13 7.8 Not applicable 7 4.2 Total 20 12.0 Total 167 100.0 Table I32 Managers Who Received a Poor Evaluation Would Leave Their Position
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 3 1.8 2.1 2.1 Agree 8 4.8 5.6 7.7 Disagree 95 56.9 66.9 74.6 Strongly disagree 36 21.6 25.4 100.0 Total 142 85.0 100.0 Missing No answer 15 9.0 Not applicable 10 6.0 Total 25 15.0 Total 167 100.0 Table I33 Managers Whose Loyalty to Club Would Be Lost if They Received a Poor Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 1 .6 .7 .7 Agree 14 8.4 9.7 10.4 Disagree 89 53.3 61.8 72.2 Strongly disagree 40 24.0 27.8 100.0 Total 144 86.2 100.0 Missing No answer 13 7.8 Not applicable 10 6.0 Total 23 13.8 Total 167 100.0
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Table I34 Managers Who Have Voluntarily Left a Position Within Six Months of a Good Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 67 40.1 43.2 43.2 No 88 52.7 56.8 100.0 Total 155 92.8 100.0 Missing No answer 12 7.2 Total 167 100.0 Table I35 Managers Who Have Resigned Within Six Months Because of a Poor Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 19 11.4 12.3 12.3 No 136 81.4 87.7 100.0 Total 155 92.8 100.0 Missing No answer 12 7.2 Total 167 100.0 Table I36 Managers Who Have Been Terminated Within Six Months of a Poor Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 15 9.0 9.7 9.7 No 140 83.8 90.3 100.0 Total 155 92.8 100.0 Missing No answer 12 7.2 Total 167 100.0 Table I37 Managers Who Have Been Terminated Within Six Months of a Good Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 24 14.4 15.5 15.5 No 131 78.4 84.5 100.0 Total 155 92.8 100.0 Missing No answer 12 7.2 Total 167 100.0
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Table I38 Performance Evaluations, in General, Help Move a Manager’s Club Career Forward
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 48 28.7 30.2 30.2 Agree 95 56.9 59.7 89.9 Disagree 11 6.6 6.9 96.9 Strongly disagree 5 3.0 3.1 100.0 Total 159 95.2 100.0 Missing No answer 7 4.2 Not applicable 1 .6 Total 8 4.8 Total 167 100.0 Table I39 Managers Who Believe Performance Evaluations Move Their Careers Forward
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 37 22.2 23.7 23.7 Agree 97 58.1 62.2 85.9 Disagree 20 12.0 12.8 98.7 Strongly disagree 2 1.2 1.3 100.0 Total 156 93.4 100.0 Missing No answer 7 4.2 Not applicable 4 2.4 Total 11 6.6 Total 167 100.0 Table I40 Professional Goals are Tied to Performance Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 35 21.0 23.5 23.5 Agree 83 49.7 55.7 79.2 Disagree 25 15.0 16.8 96.0 Strongly disagree 6 3.6 4.0 100.0 Total 149 89.2 100.0 Missing No answer 8 4.8 Not applicable 10 6.0 Total 18 10.8 Total 167 100.0
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Table I41 Goals Tied to Performance Evaluation are Reasonable
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 28 16.8 19.6 19.6 Agree 101 60.5 70.6 90.2 Disagree 11 6.6 7.7 97.9 Strongly disagree 3 1.8 2.1 100.0 Total 143 85.6 100.0 Missing No answer 7 4.2 Not applicable 17 10.2 Total 24 14.4 Total 167 100.0 Table I42 Goals Tied to My Evaluation are Achievable
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 28 16.8 19.7 19.7 Agree 102 61.1 71.8 91.5 Disagree 12 7.2 8.5 100.0 Strongly disagree Total 142 85.0 100.0 Missing No answer 8 4.8 Not applicable 17 10.2 Total 25 15.0 Total 167 100.0 Table I43 Evaluation is Important to the Overall Functionality of the Club
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 48 28.7 30.4 30.4 Agree 98 58.7 62.0 92.4 Disagree 9 5.4 5.7 98.1 Strongly disagree 3 1.8 1.9 100.0 Total 158 94.6 100.0 Missing No answer 8 4.8 Not applicable 1 .6 Total 9 5.4 Total 167 100.0
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Table I44 Primary Goals and Objectives of Club are Defined
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 25 15.0 15.8 15.8 Agree 75 44.9 47.5 63.3 Disagree 47 28.1 29.7 93.0 Strongly disagree 11 6.6 7.0 100.0 Total 158 94.6 100.0 Missing No answer 7 4.2 Not applicable 2 1.2 Total 9 5.4 Total 167 100.0 Table I45 Manager Knows the Primary Goals and Objectives of the Club
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 39 23.4 25.0 25.0 Agree 91 54.5 58.3 83.3 Disagree 22 13.2 14.1 97.4 Strongly disagree 4 2.4 2.6 100.0 Total 156 93.4 100.0 Missing No answer 8 4.8 Not applicable 3 1.8 Total 11 6.6 Total 167 100.0 Table I46 Evaluation Acknowledges Previously Defined Primary Goals and Objectives of Club
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 21 12.6 14.7 14.7 Agree 78 46.7 54.5 69.2 Disagree 38 22.8 26.6 95.8 Strongly disagree 6 3.6 4.2 100.0 Total 143 85.6 100.0 Missing No answer 7 4.2 Not applicable 17 10.2 Total 24 14.4 Total 167 100.0
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Table I47 Club Has a Strategic Plan
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 24 14.4 16.0 16.0 Agree 61 36.5 40.7 56.7 Disagree 48 28.7 32.0 88.7 Strongly disagree 17 10.2 11.3 100.0 Total 150 89.8 100.0 Missing No answer 8 4.8 Not applicable 9 5.4 Total 17 10.2 Total 167 100.0 Table I48 Evaluation is Tied to the Success of the Strategic Plan
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 14 8.4 10.9 10.9 Agree 47 28.1 36.4 47.3 Disagree 53 31.7 41.1 88.4 Strongly disagree 15 9.0 11.6 100.0 Total 129 77.2 100.0 Missing No answer 7 4.2 Not applicable 31 18.6 Total 38 22.8 Total 167 100.0 Table I49 Economy and Independent Factors Taken Into Account When Assessing Goal Achievement and Club’s Progress
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 17 10.2 11.7 11.7 Agree 88 52.7 60.7 72.4 Disagree 31 18.6 21.4 93.8 Strongly disagree 9 5.4 6.2 100.0 Total 145 86.8 100.0 Missing No answer 8 4.8 Not applicable 14 8.4 Total 22 13.2 Total 167 100.0
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Table I50 Manager’s Previous Success Caused Evaluator to Have Unrealistic High Expectations for Future Evaluations
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 6 3.6 4.3 4.3 Agree 31 18.6 22.0 26.2 Disagree 85 50.9 60.3 86.5 Strongly disagree 19 11.4 13.5 100.0 Total 141 84.4 100.0 Missing No answer 8 4.8 Not applicable 18 10.8 Total 26 15.6 Total 167 100.0 Table I51 Use of Goals in Evaluation is Useful in Moving the Club Forward
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 23 13.8 15.4 15.4 Agree 108 64.7 72.5 87.9 Disagree 15 9.0 10.1 98.0 Strongly disagree 3 1.8 2.0 100.0 Total 149 89.2 100.0 Missing No answer 9 5.4 Not applicable 9 5.4 Total 18 10.8 Total 167 100.0 Table I52 Managers’ Acceptance of Goals Directly Relate to Ability of Club to Achieve Goals
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 33 19.8 21.9 21.9 Agree 100 59.9 66.2 88.1 Disagree 16 9.6 10.6 98.7 Strongly disagree 2 1.2 1.3 100.0 Total 151 90.4 100.0 Missing No answer 8 4.8 Not applicable 8 4.8 Total 16 9.6 Total 167 100.0
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Table I53 Whether or Not Managers Accept Club Goals Set by Others Directly Relates To Performance and Ultimately Results in Goals Not Being Met
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 12 7.2 8.6 8.6 Agree 50 29.9 35.7 44.3 Disagree 69 41.3 49.3 93.6 Strongly disagree 9 5.4 6.4 100.0 Total 140 83.8 100.0 Missing No answer 11 6.6 Not applicable 16 9.6 Total 27 16.2 Total 167 100.0 Table I54 There is a Direct Correlation Between Overall Performance and Salary
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 33 19.8 21.7 21.7 Agree 72 43.1 47.4 69.1 Disagree 36 21.6 23.7 92.8 Strongly disagree 11 6.6 7.2 100.0 Total 152 91.0 100.0 Missing No answer 6 3.6 Not applicable 9 5.4 Total 15 9.0 Total 167 100.0 Table I55 Salary Increases are Arbitrary and Unrelated to Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 13 7.8 8.5 8.5 Agree 36 21.6 23.5 32.0 Disagree 72 43.1 47.1 79.1 Strongly disagree 32 19.2 20.9 100.0 Total 153 91.6 100.0 Missing No answer 7 4.2 Not applicable 7 4.2 Total 14 8.4 Total 167 100.0
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Table I56 Manager is Evaluated on Goals and Salary is Directly Connected to Goal Achievement
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 12 7.2 8.1 8.1 Agree 56 33.5 37.6 45.6 Disagree 69 41.3 46.3 91.9 Strongly disagree 12 7.2 8.1 100.0 Total 149 89.2 100.0 Missing No answer 6 3.6 Not applicable 12 7.2 Total 18 10.8 Total 167 100.0 Table I57 There is Direct Correlation Between Overall Evaluation and Bonus
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 47 28.1 33.1 33.1 Agree 64 38.3 45.1 78.2 Disagree 24 14.4 16.9 95.1 Strongly disagree 7 4.2 4.9 100.0 Total 142 85.0 100.0 Missing No answer 9 5.4 Not applicable 16 9.6 Total 25 15.0 Total 167 100.0 Table I58 Bonus System is Completely Arbitrary
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 13 7.8 9.3 9.3 Agree 30 18.0 21.4 30.7 Disagree 72 43.1 51.4 82.1 Strongly disagree 25 15.0 17.9 100.0 Total 140 83.8 100.0 Missing No answer 8 4.8 Not applicable 19 11.4 Total 27 16.2 Total 167 100.0
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Table I59 Higher Compensation Translates to Willingness to Tolerate Micromanagement
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 13 7.8 8.6 8.6 Agree 23 13.8 15.2 23.8 Disagree 66 39.5 43.7 67.5 Strongly disagree 49 29.3 32.5 100.0 Total 151 90.4 100.0 Missing No answer 7 4.2 Not applicable 9 5.4 Total 16 9.6 Total 167 100.0 Table I60 Managers Will Get Standard Salary Increase Even if Goals are Not Met
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 7 4.2 4.6 4.6 Agree 27 16.2 17.9 22.5 Disagree 93 55.7 61.6 84.1 Strongly disagree 24 14.4 15.9 100.0 Total 151 90.4 100.0 Missing No answer 6 3.6 Not applicable 10 6.0 Total 16 9.6 Total 167 100.0 Table I61 Managers Will Get Usual Bonus Even If They Don’t Meet Club Goals
Frequency Percent Valid
Percent Cumulative
Percent Valid Strongly agree 1 .6 .7 .7 Agree 17 10.2 12.1 12.8 Disagree 93 55.7 66.0 78.7 Strongly disagree 30 18.0 21.3 100.0 Total 141 84.4 100.0 Missing No answer 7 4.2 Not applicable 19 11.4 Total 26 15.6 Total 167 100.0
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Table I62 Manager Currently Receives Bonus
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 138 82.6 85.7 85.7 No 23 13.8 14.3 100.0 Total 161 96.4 100.0 Missing No answer 6 3.6 Total 167 100.0 Table I63 Managers Who Had Good Evaluations, But Left for a Better Compensation Package
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 98 58.7 60.9 60.9 No 63 37.7 39.1 100.0 Total 161 96.4 100.0 Missing No answer 6 3.6 Total 167 100.0 Table I64 Managers Terminated Due to Poor Evaluation Who Accepted Lower Compensation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 8 4.8 5.0 5.0 No 153 91.6 95.0 100.0 Total 161 96.4 100.0 Missing No answer 6 3.6 Total 167 100.0 Table I65 Managers Who Voluntarily Left The Club Due to Poor Evaluation and Accepted Lower Compensation
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 7 4.2 4.3 4.3 No 154 92.2 95.7 100.0 Total 161 96.4 100.0 Missing No answer 6 3.6 Total 167 100.0
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Table I66 Job Title
Frequency Percent Valid
Percent Cumulative
Percent Valid General Manager/COO 133 79.6 81.6 81.6 Manager 11 6.6 6.7 88.3 Clubhouse Manager 10 6.0 6.1 94.5 Assistant Manager 6 3.6 3.7 98.2 Other 3 1.8 1.8 100.0 Total 163 97.6 100.0 Missing No answer 4 2.4 Total 167 100.0 Table I67 Region of the Country Where Manager Works
Frequency Percent Valid
Percent Cumulative
Percent Valid Central 33 19.8 20.2 20.2 Mountain 10 6.0 6.1 26.4 North 33 19.8 20.2 46.6 South 59 35.3 36.2 82.8 West 26 15.6 16.0 98.8 Other 2 1.2 1.2 100.0 Total 163 97.6 100.0 Missing No answer 4 2.4 Total 167 100.0 Table I68 Type of Club
Frequency Percent Valid
Percent Cumulative
Percent Valid Athletic 3 1.8 1.9 1.9 City 8 4.8 5.0 6.9 Country 103 61.7 64.8 71.7 Golf 24 14.4 15.1 86.8 Yacht 10 6.0 6.3 93.1 Other 11 6.6 6.9 100.0 Total 159 95.2 100.0 Missing No answer 8 4.8 Total 167 100.0
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Table I69 Marital Status
Frequency Percent Valid
Percent Cumulative
Percent Valid Married, or committed
domestic relationship 132 79.0 81.5 81.5
Single, never married 11 6.6 6.8 88.3 Single, previously married 17 10.2 10.5 98.8 Widowed 2 1.2 1.2 100.0 Total 162 97.0 100.0 Missing No answer 5 3.0 Total 167 100.0 Table I70 Club Ownership
Frequency Percent Valid
Percent Cumulative
Percent Valid Member-owned 138 82.6 84.7 84.7 Corporate, developer, or
individually-owned 24 14.4 14.7 99.4
Other 1 .6 .6 100.0 Total 163 97.6 100.0 Missing No answer 4 2.4 Total 167 100.0 Table I71 Length of Time Manager Plans to Stay at Present Club
Frequency Percent Valid
Percent Cumulative
Percent Valid Less than 1 year 50 29.9 30.9 30.9 Between 2 and 3 years 46 27.5 28.4 59.3 Between 3 and 4 years 66 39.5 40.7 100.0 Total 162 97.0 100.0 Missing No answer 5 3.0 Total 167 100.0
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Table I72 Length of Time at Current Club
Frequency Percent Valid
Percent Cumulative
Percent Valid Less than 1 year 13 7.8 8.0 8.0 Between 1 and 2 years 19 11.4 11.7 19.6 Between 2 and 4 years 45 26.9 27.6 47.2 Between 4 and 6 years 14 8.4 8.6 55.8 Between 6 and 8 years 13 7.8 8.0 63.8 Between 8 and 10 years 13 7.8 8.0 71.8 10 years or more 46 27.5 28.2 100.0 Total 163 97.6 100.0 Missing No answer 4 2.4 Total 167 100.0 Table I73 Number of Members (All Classes) at Club
Frequency Percent Valid
Percent Cumulative
Percent Valid Less than 400 34 20.4 21.1 21.1 400-549 38 22.8 23.6 44.7 550-699 32 19.2 19.9 64.6 700-849 15 9.0 9.3 73.9 850-999 11 6.6 6.8 80.7 1000-1149 7 4.2 4.3 85.1 1150 or more 24 14.4 14.9 100.0 Total 161 96.4 100.0 Missing No answer 6 3.6 Total 167 100.0 Table I74 Weekly Working Hours
Frequency Percent Valid
Percent Cumulative
Percent Valid Less than 40 2 1.2 1.2 1.2 40-49 23 13.8 14.2 15.4 50-59 92 55.1 56.8 72.2 60-69 35 21.0 21.6 93.8 70 hours or more 10 6.0 6.2 100.0 Total 162 97.0 100.0 Missing No answer 5 3.0 Total 167 100.0
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Table I75 Highest Education Level Achieved
Frequency Percent Valid
Percent Cumulative
Percent Valid Graduated high school 4 2.4 2.5 2.5 Some college 50 29.9 31.1 33.5 College Diploma/certificate 14 8.4 8.7 42.2 Bachelor’s degree 63 37.7 39.1 81.4 Some graduate work 18 10.8 11.2 92.5 Master’s degree 10 6.0 6.2 98.8 Other 2 1.2 1.2 100.0 Total 161 96.4 100.0 Missing No answer 6 3.6 Total 167 100.0 Table I76 Generation Grouping To Which Managers Belong
Frequency Percent Valid
Percent Cumulative
Percent Valid Generation X 47 28.1 29.2 29.2 Baby Boomer 86 51.5 53.4 82.6 Silent Generation 28 16.8 17.4 100.0 Total 161 96.4 100.0 Missing No answer 6 3.6 Total 167 100.0 Table I77 Certification of Club Managers
Frequency Percent Valid
Percent Cumulative
Percent Valid No. 87 52.1 53.7 53.7 Yes. I am a CCM. 74 44.3 45.7 99.4 Yes. I am an MCM. 1 .6 .6 100.0 Total 162 97.0 100.0 Missing No answer 5 3.0 Total 167 100.0
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Table I78 Gender
Frequency Percent Valid
Percent Cumulative
Percent Valid Male 143 85.6 88.3 88.3 Female 19 11.4 11.7 100.0 Total 162 97.0 100.0 Missing No answer 5 3.0 Total 167 100.0 Table I79 Annual Gross Base Salary
Frequency Percent Valid
Percent Cumulative
Percent Valid Less than $60,000 11 6.6 6.8 6.8 $60,000 to 79,999 28 16.8 17.4 24.2 $80,000 to 99,000 42 25.1 26.1 50.3 $100,000 to 119,999 27 16.2 16.8 67.1 $120,000 to 139,999 25 15.0 15.5 82.6 $140,000 to 159,999 8 4.8 5.0 87.6 $160,000 to 179,999 9 5.4 5.6 93.2 $180,000 to 199,999 8 4.8 5.0 98.1 $200,000 or more 3 1.8 1.9 100.0 Total 161 96.4 100.0 Missing No answer 6 3.6 Total 167 100.0 Table I80 Annual Bonus Pay Average
Frequency Percent Valid
Percent Cumulative
Percent Valid Less than 10% of base salary 45 26.9 34.4 34.4 10 to 14% 46 27.5 35.1 69.5 15 to 19% 23 13.8 17.6 87.0 20 to 24% 11 6.6 8.4 95.4 25 to 29% 1 .6 .8 96.2 30% or more of base salary 5 3.0 3.8 100.0 Total 131 78.4 100.0 Missing No answer 8 4.8 No bonus plan 28 16.8 Total 36 21.6 Total 167 100.0
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Table I81 Length of Time in the Club Industry
Frequency Percent Valid
Percent Cumulative
Percent Valid 2 years to 3 years 11 months 5 3.0 3.1 3.1 4 years to 5 years 11 months 3 1.8 1.9 5.0 6 years to 7 years 11 months 10 6.0 6.3 11.3 8 years to 9 years 11 months 12 7.2 7.5 18.8 10 years or more 130 77.8 81.3 100.0 Total 160 95.8 100.0 Missing No answer 7 4.2 Total 167 100.0 Table I82 Number of General Managers Club Has Had in the Past 20 Years
Frequency Percent Valid
Percent Cumulative
Percent Valid 1 (including self) 19 11.4 11.9 11.9 2 (including self) 26 15.6 16.3 28.1 3 (including self) 39 23.4 24.4 52.5 4 (including self) 31 18.6 19.4 71.9 5 (including self) 24 14.4 15.0 86.9 More than 5 (including self) 21 12.6 13.1 100.0 Total 160 95.8 100.0 Missing No answer 7 4.2 Total 167 100.0 Table I83 If more than 5 in J82, specific number
Frequency Percent Valid
Percent Cumulative
Percent Valid 6 2 1.2 25.0 25.0 7 2 1.2 25.0 50.0 8 1 .6 12.5 62.5 9 2 1.2 25.0 87.5 15 1 .6 12.5 100.0 Total 8 4.8 100.0 Missing No more than 5 159 95.2 Total 167 100.0
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Table I84 Manager Has Written Job Description
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 122 73.1 75.8 75.8 No 39 23.4 24.2 100.0 Total 161 96.4 100.0 Missing No answer 6 3.6 Total 167 100.0 Table I85 Manager Has Weighted Job Description
Frequency Percent Valid
Percent Cumulative
Percent Valid Yes 53 31.7 35.6 35.6 No 96 57.5 64.4 100.0 Total 149 89.2 100.0 Missing No answer 18 10.8 Total 167 100.0 Table I86 Annual Gross Base Salary
Frequency Percent Valid
Percent Cumulative
Percent Valid $79,999 or less 39 23.4 24.2 24.2 Between $80,000 and
$99,999 42 25.1 26.1 50.3
Between $100,000 and $139,999
52 31.1 32.3 82.6
$140,000 and over 28 16.8 17.4 100.0 Total 161 96.4 100.0 Missing No answer 6 3.6 Total 167 100.0 Note. Categories have been collapsed.
131
Table I87 Length of Time at Current Club
Frequency Percent Valid
Percent Cumulative
Percent Valid Less than 2 years 32 19.2 19.6 19.6 Between 2 and 4 years 45 26.9 27.6 47.2 Between 4 and 10 years 40 24.0 24.5 71.8 10 years or more 46 27.5 28.2 100.0 Total 163 97.6 100.0 Missing No answer 4 2.4 Total 167 100.0 Note. Categories have been collapsed. Table I88 Years in Club Industry
Frequency Percent Valid
Percent Cumulative
Percent Valid Less than 6 years 8 4.8 5.0 5.0 6 years to 7 years 11 months 10 6.0 6.3 11.3 8 years to 9 years 11 months 12 7.2 7.5 18.8 10 years or more 130 77.8 81.3 100.0 Total 160 95.8 100.0 Missing No answer 7 4.2 Total 167 100.0 Note. Categories have been collapsed. Table I89 Length of Time Managers Plan to Stay at Present Club
Frequency Percent Valid
Percent Cumulative
Percent Valid Less than 3 years 50 29.9 30.9 30.9 Between 3 years and less
than 6 years 46 27.5 28.4 59.3
6 years or more 66 39.5 40.7 100.0 Total 162 97.0 100.0 Missing No answer 5 3.0 Total 167 100.0 Note. Categories have been collapsed.
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Table I90 Annual Bonus Pay Average
Frequency Percent Valid
Percent Cumulative
Percent Valid Less than 10 % of base
salary 45 26.9 34.4 34.4
10 to 14% 46 27.5 35.1 69.5 15 to 19% 23 13.8 17.6 87.0 20% or more 17 10.2 13.0 100.0 Total 131 78.4 100.0 Missing No answer 8 4.8 There is no bonus plan 28 16.8 Total 36 21.6 Total 167 100.0 Note. Categories have been collapsed. Table I91 Presence of Evaluation
Frequency Percent Valid
Percent Cumulative
Percent Valid There is no evaluation 32 19.2 21.3 21.3 There is an evaluation 118 70.7 78.7 100.0 Total 150 89.8 100.0 Missing No answer 17 10.2 Total 167 100.0