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Should a Scrum Master performingalso perform a functional manager role?

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Should a Scrum masterMaster performing a functional manager role?

We're trying to plan for Agileagile transformation soon, and one of the main sticking points in this is organizational structure. Most accepted suggestion by managementManagement's expectation is havingto have a scrum master performingScrum Master perform all normal functionfunctions, but tuckingtacking on hiring/firing/performance, firing, and performance reviews for people under his management. This would also add additional "technical ability" requirementrequirements to this position, and then basically have one scrum masterScrum Master for the team.

My concern is that it's going to create a situation in which s/he will be tempted to say how exactly something needs to be done, and people will take his/her word for it, as she/he's ultimately doing performance reviews. This undermines some of the basic agile principles of Agile.

Does this work long term? And what are the caveats I should watch out for implementing this?

Scrum master performing functional manager role

We're trying to plan for Agile transformation soon, and one of the main sticking points in this is organizational structure. Most accepted suggestion by management is having a scrum master performing all normal function, but tucking on hiring/firing/performance reviews for people under his management. This would add additional "technical ability" requirement to this position, and then basically have one scrum master for the team.

My concern is that it's going to create a situation in which s/he will be tempted to say how exactly something needs to be done, and people will take his/her word for it, as she/he's ultimately doing performance reviews. This undermines some of the basic principles of Agile.

Does this work long term? And what are the caveats I should watch out for implementing this?

Should a Scrum Master performing a functional manager role?

We're trying to plan for agile transformation soon, and one of the main sticking points in this is organizational structure. Management's expectation is to have a Scrum Master perform all normal functions, but tacking on hiring, firing, and performance reviews for people under his management. This would also add additional "technical ability" requirements to this position, and then basically have one Scrum Master for the team.

My concern is that it's going to create a situation in which s/he will be tempted to say how exactly something needs to be done, and people will take his/her word for it, as she/he's ultimately doing performance reviews. This undermines some of the basic agile principles.

Does this work long term? And what are the caveats I should watch out for implementing this?

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Scrum master performing functional manager role

We're trying to plan for Agile transformation soon, and one of the main sticking points in this is organizational structure. Most accepted suggestion by management is having a scrum master performing all normal function, but tucking on hiring/firing/performance reviews for people under his management. This would add additional "technical ability" requirement to this position, and then basically have one scrum master for the team.

My concern is that it's going to create a situation in which s/he will be tempted to say how exactly something needs to be done, and people will take his/her word for it, as she/he's ultimately doing performance reviews. This undermines some of the basic principles of Agile.

Does this work long term? And what are the caveats I should watch out for implementing this?