Chapter 7: Providing Performance Feedback

Summary
Employee satisfaction with the organization's performance feedback system has a significant impact on performance and is highly correlated with job satisfaction. Yet many employees express low levels of satisfaction with the feedback system in their organization.

A successful feedback system incorporates the following elements:

1. Employees know their job responsibilities.
2. Employees know the standards by which they are being evaluated.
3. There is an effective informal feedback system.
4. There is an effective formal feedback system.

The manager provides effective informal and formal performance feedback by being attentive to the method and the message. The method-the "how"--suggests choosing an evaluation tool that achieves the purpose (rating scales, ranking methods, critical incidents), using feedback from the task itself, along with assigning the employee specific preparations for the appraisal process. The message--the "what" to communicate- capitalizes on the employee's unique abilities, links behaviors to valued qualities and focuses on descriptive, rather than evaluative, commentary.

Outline

1. Foundation Principles
   1. Everyone, whether they acknowledge it or not, has standards of performance
   2. High performance standards foster employee development and organizational viability
   3. All employees "receive" feedback about their performance
   4. The ideal feedback system drives employees to identify, perform and commit to the evolving performance standards
      
      
2. Implementing a Successful Feedback System
   1. Do employees know their job responsibilities?
   2. Do employees know the standards by which they are being evaluated?
   3. Do employees receive useful informal feedback?
      1. Many managers do not take the time to give regular feedback
      2. Many managers simply do not notice employee performance unless there are difficulties
   4. Do employees receive useful feedback from performance appraisals?
      1. Many managers resist the appraisal process because it is used to accomplish multiple goals that are sometimes incompatible
      2. Many managers feel compelled to inflate ratings
      3. Many managers resist the appraisal process because they feel that they are "playing God"
         
         
3. Communicating Performance Feedback
   1. The methods
      1. Utilize self-appraisal and task-inherent feedback
      2. Seize every opportunity to provide employee feedback
      3. Decide on a useful technique to formally assess employee performance
      4. Discuss with employees the exact purpose of appraisal interviews
      5. Assign employees specific preparations for the appraisal process
   2. The message
      1. Contemplate and capitalize on the employee's unique abilities, qualities and motivations
      2. Link specific behaviors to valued qualities and abilities
      3. Criticize tactfully and develop a plan for improvement
      4. Carefully consider how interpersonal needs influence the feedback process
      5. Use past performance as a bridge to the future
         
         
4. Conclusion