feedback

Examples of feedback in the following topics:

• Giving and receiving feedback

  • So, why are so many of us afraid of the word feedback?
  • Seventh, own the feedback by using "I statements" that clarify your feelings related to the person you are giving feedback to.
  • As a result, feedback is often delayed.
  • While giving feedback is extremely important, receiving feedback and changing one's characteristics to reflect that feedback is just as important.
  • If an individual is not ready to constructively receive feedback, then the feedback he does receive will not be effective.

• Closing the Feedback Loop

  • If done early, this feedback loop ensures that a correct decision is ultimately made.
  • feedback' exists between two parts when each affects the other..."
  • Feedback signal: The measurement of the actual level of the parameter of interest.
  • Feedback mechanism: The action or means used to subsequently modify the gap.
  • Explain the role of the feedback loop in decision making and the different types of feedback associated with it

• Managing Up and Employee Feedback

  • It can also be useful to provide feedback which can actively be applied to achieving these objectives.
  • Sharing Feedback – Aside from assessment metrics and objectives, good feedback also tends to include qualitative thinking.
  • More often comments and discussions are necessary for feedback to be useful.
  • This image demonstrates the basic concept of iterative feedback, where suggestions lead to evolving behavior.
  • Identify the value of empowering employees to provide feedback to managers

• Performing the appraisal

  • Inviting feedback and listening to reactions and concerns from the employee during the appraisal process becomes very important to establishing trust with the employee (United States Department of the Interior, 2004).
  • If the appraiser provides any negative feedback or improvement points, suggestions should be made to help resolve the problem to develop the person's performance.
  • Often being seen as a strictly hierarchical feedback tool, performance appraisals can be less "scary" if employees have the opportunity to appraise their managers as well as their peers.
  • For a discussion of why many people think of feedback as criticism visit: http://www.selfhelpmagazine.com/articles/growth/feedback.html
  • For a discussion of differing views on feedback and specific examples on how to give feedback visit: http://home.att.net/~nickols/feedback.htm

• Goal-Setting Theory

  • The enhancement of performance through goals requires feedback.
  • Goal setting and feedback go hand in hand.
  • Without feedback, goal setting is unlikely to work.
  • Providing feedback on short-term objectives helps to sustain motivation and commitment to a goal.
  • Proper feedback is also very essential, and the following hints may help for providing a good feedback:

• Performance appraisal

  • Establishing an appropriate process involves significant planning and analysis in order to provide quality feedback to the employee.
  • The following outlines some of the more commonly used methods, as well as some recently developed ones that can be useful for various feedback situations:
  • 2+2: A relative newcomer in performance appraisal methodology, the 2+2 feedback system demonstrates how appraisals can be used primarily for improvement purposes.
  • For a discussion of why many people think of feedback as criticism visit: http://www.selfhelpmagazine.com/articles/growth/feedback.html
  • For a discussion of differing views on feedback and specific examples on how to give feedback visit: http://home.att.net/~nickols/feedback.htm

• Complaint Procedures

  • In order to benefit from complaints and observations of employees, an employer may use a feedback program, which for example, may entail her creating a survey for the employees to complete and review various aspects of the organizational situation in the workplace.
  • Feedback programs, sometimes implemented in the form of employee surveys or through direct employee-management interaction, can be a less expensive way to get feedback from employees concerning specific programs or policies (Solnik, 2006).

• Sensitivity to Human Relations

  • Offer feedback, and receive feedback in turn.
  • Ensure that feedback maintains a positive note.
  • Make sure tasks are clear and feedback channels are open.

• Discussion questions, exercises, and references

  • How to Receive Feedback with Grace and Dignity.
  • Feedback About Feedback.
  • How to Give Feedback.
  • A Longitudinal Study of Upward Feedback.
  • Giving and Receiving Feedback.

• Job Design

  • Feedback — Finally, everyone needs objective feedback as to how they are doing and how they can do better.
  • Providing well-constructed feedback with tangible outcomes is a key component of job design.