1. Effectiveness of Communicating Negative Feedback Todd Benne Zach Case Greg Jones

2. 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.

3. 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.

4. 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.

5. 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.

6. 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

7. 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

8. 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

9. 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

10. 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

11. Communicating feedback Effectively  Mood of employee  Relationship of reviewer to employee  Culture of employee  Collectivist versus Individualistic

12. Feedback Cycle 3 Steps: 1.Performance 2.Feedback 3.Goal Setting  Implied negative feedback