Evaluation Feed Back: What Can Go Wrong
Feedback: What can go wrong?
When identifying a problem in the performance appraisal process, managers need to focus on the employee rather than on the performance (Gomez-Mejia, Balkin, & and Cardy, 2010, p. 218). Focusing on the employee’s development helps keep a sense of objectivity. If the manager focuses on the performance, instead of on the employee development, the employee may become defensive. If this happens, the effectiveness of the feedback will decrease because the employee may become self conscious. It’s better to direct feedback toward skill improvement rather than toward the employee performance. Encourage the employee to discuss their feeling and ideas about the problem. If the employee feels they are not a part of the discussion and that they are just being lectured to, the feedback may not be taken as seriously. Getting the employee actively involved in the feedback process helps ensure they take an active role in the process.
In addition, making sure to accurately define the problem helps in developing a solution. If the problem is not accurately identified and defined, then the right solution will be very difficult to determine. Furthermore, if the feedback from the manager is vague or wishy-washy, the employee may not understand what the manager is trying to say. This miscommunication can diminish the effectiveness of the appraisal process. Make sure to plainly state the problem and be clear about the desired solution.
A performance appraiser may not identify what you are doing well as an employee. As a result, her feedback to you highlights your flaws. You may feel that no matter what you do, your employer cannot be pleased. If you receive a performance appraisal with feedback describing your faults,
In addition, make sure to communicate to the employee that they are in control of their solution. If the employee feels empowered, they will be more active in fixing any performance problems they are faced with. If they don’t feel
When identifying a problem in the performance appraisal process, managers need to focus on the employee rather than on the performance (Gomez-Mejia, Balkin, & and Cardy, 2010, p. 218). Focusing on the employee’s development helps keep a sense of objectivity. If the manager focuses on the performance, instead of on the employee development, the employee may become defensive. If this happens, the effectiveness of the feedback will decrease because the employee may become self conscious. It’s better to direct feedback toward skill improvement rather than toward the employee performance. Encourage the employee to discuss their feeling and ideas about the problem. If the employee feels they are not a part of the discussion and that they are just being lectured to, the feedback may not be taken as seriously. Getting the employee actively involved in the feedback process helps ensure they take an active role in the process.
In addition, making sure to accurately define the problem helps in developing a solution. If the problem is not accurately identified and defined, then the right solution will be very difficult to determine. Furthermore, if the feedback from the manager is vague or wishy-washy, the employee may not understand what the manager is trying to say. This miscommunication can diminish the effectiveness of the appraisal process. Make sure to plainly state the problem and be clear about the desired solution.
A performance appraiser may not identify what you are doing well as an employee. As a result, her feedback to you highlights your flaws. You may feel that no matter what you do, your employer cannot be pleased. If you receive a performance appraisal with feedback describing your faults,
In addition, make sure to communicate to the employee that they are in control of their solution. If the employee feels empowered, they will be more active in fixing any performance problems they are faced with. If they don’t feel