1. Feedback and Appraisal
Improving Performance

2. Feedback How important is it?
Employees seek it, wanting to know how doing
Employers use it as tool

3. Performance Appraisal
Process of observing and evaluating an employee’s performance, recording the assessment, and providing feedback to the employee
Observing and assessing performance
Recording the assessment
Providing feedback to employee

4. Performance Appraisal
Objectives
Open two-way communication channels
Provide constructive feedback to employees
Help managers decide who should be paid more based on individual contributions
10-4

5. Making Performance Appraisals A Positive Force
The accurate assessment of performance through the development and application of assessment systems.
Use the performance appraisal to provide feedback that reinforces good past performance and motivates future performance.

6. Assessing Performance Accurately
360° Feedback Process
Performance Evaluation Errors
Stereotyping
Halo effect
BARS
Behaviorally-anchored rating scale (see peer evaluation form as part of feedback ex)

7. How do we know how we’re doing?
Intentions often positive, but actions count
Lack of proprioceptive feedback

8. Why feedback doesn’t work
1. Feedback that is indirect.
2. Feedback that doesn't carry impact.
3. Feedback that doesn't include dialogue.
4. Feedback that includes "But - "
5. Feedback that is irregular.
6. Feedback that has no plan.
7. Feedback that has no collaboration.
8. Feedback that is never positive.

9. Johari Window Known to Self Unknown to Self Known to Others
Public Self
Blind Spot
Unknown to Others
Hidden Area
???

10. Blindspots?

11. Team Roles Self-oriented roles* Blocker Recognition Seeker Dominator
Task specialist roles
Direction giving
Information seeking
Information giving
Summarizing
Coordinating
Socio-emotional roles
Supporting
Harmonizing
Tension relieving
Energizing
Facilitating
Self-oriented roles*
Blocker
Recognition Seeker
Dominator
Avoider
Competitor
*Not in text

12. Feedback and Group Performance

13. Suggestions for Giving Feedback
Be specific and direct
Support comments with evidence
Separate issue from person
Sandwich negative messages with + ones
Mitigate to prevent overload (if needed)
Timing
Close to occurrence as possible (coaching)

14. Manner of Deliver* Assertive and dynamic Trustworthy, fair, credible
Relaxed and responsive
Preserving public image of recipient
Source: Ogilvie, J. R. & Haslett, B. (1985). Communicating peer feedback in a task group. Human Communication Research, 12 (1),

15. Next class Required attendance Deliver feedback to members
Begin to re-do your plans