Effectiveness of Communicating Negative FeedbackTodd Benne

Zach Case

Greg Jones

The Mindset Of An Employee

Employees tend to think that once they get a position at a firm, they will be moving up the ladder through positive evaluations given by their employer.

If the employer doesn’t correct an employees mistake, he or she will always place themselves in a higher position than everyone else in the workplace.

Receiving a rude awakening from their employer can come during their peer assessment review.

Negative Peer Assessments

Some employers are very cautious while giving peer assessments, incase ones feelings are hurt through negative feedback. Thinking that if they are to say a negative comment, it will create the worker to not apply themselves within the work environment.

Sometimes, employees perceive negative results as unfair by the participants and will likely change their perception of their workplace. The given feedback was not reflective of the subject’s performance, and because it was perceived as unfair, the negative effects will increase.

Though most of us wish to not receive negative performance assessments, studies show that receiving these types of responses do play a positive effect on majority of employees. These are the employees who wish to be perceived by their bosses as a hard worker.

Negative is the new Positive

Though most of us wish to not receive negative performance assessments, studies show that receiving these types of responses do play a positive effect on majority of employees. These are the employees who wish to be perceived by their bosses as a hard worker.

In order to prevent employees from having a negative response to the implied negative feedback, managers must be tactful to employees who can receive criticism without wanting to quit.

Negative Feedback May Have Negative Reflection

In order to prevent employees from having a negative response to the implied negative feedback, managers must set clear and concise goals for their employee.

Unclear goals or too many goals could lead towards undesirable actions from the employees such as resignation, procrastination, or deterioration in the mood and behavior.

Performance Appraisals (PA)

Used as a resource activity to enhance;

Employees

Workforce

Organizational performance

Includes qualities with the functions of;

Rewards

Communication

Feedback

Employee Reactions

Equity

Trust

Acceptance

Performance Appraisals Across cultures

The most difficult management practice is PA in the aspect of a cultural gap.

Research shows that the connection between management practices and national culture is essential to the success of any multinational enterprise.

A PA system implemented in one culture may not be suitable to implement in another

Multinational enterprises nested in a particular culture are ultimately effected by the following factors;

Power Distance

Individualism/Collectivism

Uncertainty Avoidance

Future Orientation

Sources of Performance Appraisal

Supervisors

Peers

Subordinates

360 degree evaluation

Before starting any evaluation first it must be decided on who is being evaluated.

Employees only

Employees and their managers

Equity and expectancy theory are in play with any valid PA system

Uses of Performance Appraisal

Performance appraisals are used to

Distinguish between good and poor performers

Allocate rewards

Communicate expectations

Identify employee Strengths and Weaknesses

Assess training needs

Communicate performance gaps

Clarify job objectives

Guide training and development plans

Increase the knowledge, skills, and abilities (KSA)’s of employees

Performance Appraisal Difficulties

Job Rotation;

Influenced by increased multitasking

Should be positively associated with the use of PA

Innovation;

Extent to which the firm engages in product development

Involves multitasking as workers do not only have to perform their standard tasks but also have to engage in innovative activities

Teamwork;

Increased responsibility, expanded involvement in decision making, and greater influence over task allocation

Difficult to decide whether to evaluate the team as a whole or the individual in the group

Communicating feedback Effectively

Mood of employee

Relationship of reviewer to employee

Culture of employee

Collectivist versus Individualistic

Feedback Cycle

3 Steps:

1. Performance

2. Feedback

3. Goal Setting

Implied negative feedback