This book demonstrates how managers can be more effective in gathering and processing performance information about subordinates, making ratings on performance appraisals and multisource feedback surveys, and feeding back this information in a way that is nonthreatening and leads to productive changes in behavior. It also shows how employees can gather, accept, and use meaningful performance information from appraisals, surveys, and informal discussions to change their own behavior. In doing so, the volume suggests how human resource practitioners and training professionals can help managers give and use feedback more effectively.
Five years have elapsed since the first edition of Job Feedback was published. This revision covers the following updates in the field:
*new theory and research on organizational performance management;
*new methods for linking strategic planning with individual goal setting and development;
*the emergence of globalization and cross-cultural factors affecting performance evaluations and the use of technology to collect performance data; and
*new chapters on person perception, multisource feedback, team feedback, and feedback in multicultural organizations.
Table of Contents
Contents: E.A. Fleishman, J.N. Cleveland, Series Foreword. Preface. Introduction. Part I:Person Perception. How and Why Feedback Works. How People Evaluate Themselves. Feedback Dynamics. Processing Information About Others. Part II:Performance Evaluation Methods. Performance Appraisals. Multisource Feedback Methods. The Usefulness of Multisource Feedback. Assessment Centers and Business Simulations. Part III:Supporting the Use of Feedback. The Manager's Role as Feedback Provider. Performance Management, Development, and Coaching. Holding Managers Accountable for Giving and Using Feedback. Part IV:Future Directions. Feedback in Teams and Cross-Cultural Organizations. Changing Technologies and Jobs: Toward Feedback-Oriented, Continuous Learning Environments.