Download Job Feedback: Giving, Seeking, and Using Feedback for by Manuel London PDF

By Manuel London

This ebook demonstrates how managers should be more desirable in accumulating and processing functionality information regarding subordinates, making scores on functionality value determinations and multisource suggestions surveys, and feeding again this data in a fashion that's nonthreatening and ends up in efficient alterations in habit. It additionally exhibits how staff can assemble, settle for, and use significant functionality info from value determinations, surveys, and casual discussions to alter their very own habit. In doing so, the quantity indicates how human source practitioners and coaching pros may also help managers provide and use suggestions extra successfully. 5 years have elapsed because the first variation of activity suggestions was once released. This revision covers the next updates within the box: *new thought and study on organizational functionality administration; *new equipment for linking strategic making plans with person objective surroundings and improvement; *the emergence of globalization and cross-cultural elements affecting functionality reviews and using expertise to gather functionality facts; and *new chapters on individual belief, multisource suggestions, crew suggestions, and suggestions in multicultural enterprises.

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Extra resources for Job Feedback: Giving, Seeking, and Using Feedback for Performance Improvement (Applied Psychology)

Example text

The supervisor strives to be fair and treat subordinates equally. The supervisor provides the subordinate with considerable attention and may deliberately or unwittingly increase or foster learning (a positive Pygmalian effect; Eden, 1992). The supervisor’s intention in destructive, support-dominated relationships is to vent, personally benefiting from emotional catharsis regardless of its effects on the subordinate. Communication is closed and one-way. Messages are oblique and confusing. In general, communication is infrequent and indirect.

The student subjects thought that managers would be happier with equal feedback as long as it was the same as or higher than their self-assessment. However, they thought managers receiving inconsistent feedback would increase their postfeedback self-assessment. When feedback is inconsistent, people’s fear of negative information may outweigh their satisfaction with the positive information. However, when reevaluating their self-assessment, the ambiguity in the inconsistent feedback provides justification for self-enhancement.

A supervisor wanted to let a subordinate know he had done a great job on a project, but she did not want the subordinate to expect a raise the supervisor could not provide. She therefore did not say anything at all about the subordinate’s performance. Next, consider a graphics designer who liked working with a particular client because the client was clear about what she liked and did not like. The client usually was satisfied, and told him so. Other clients would accept a job with little comment.

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