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The Academy of Management Executive (1993-2005) Vol. 19, No. 3 (Aug., 2005) , pp. 38-53 (16 pages) Published By: Academy of Management https://www.jstor.org/stable/4166197 Read and download Log in through your school or library Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support. We'll provide a PDF copy for your screen reader.With a personal account, you can read up to 100 articles each month for free. Already have an account? Log in Monthly Plan
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Abstract The dictums of "don't be judgmental" and "don't say anything at all if you can't say something nice" seem to be sufficiently ingrained to make many managers reluctant to provide performance feedback. The barriers to providing feedback, especially negative feedback, range from managers' fears of hurting employee feelings to potential workplace violence. They inhibit managers from providing performance feedback that can help employees grow and develop or enable the organization to eliminate poor performers. While a number of writers have offered strategies such as social learning, education, and training to overcome these barriers, the problem still exists. This paper suggests that Expert Systems (ESs), a relatively new type of tool, can improve the performance feedback skills of both experienced and inexperienced managers. ESs offer managers a means both to increase their knowledge of what makes for an effective appraisal feedback session and to improve their skills in performing this important task in a manner that best fits each employee in each unique situation. By providing managers this just-in-time knowledge, ESs can help managers become more consistent and more effective than ever before in providing performance feedback. Journal Information Effective with the February, 2006 issue the Academy of Management Executive has changed its name to the Academy of Management Perspectives. The overall goal of the Academy of Management journals is to serve the interests of the Academy's members, and the specific goal of the new Academy of Management Perspectives (AMP) is to publish accessible articles about important issues concerning management and business. AMP articles are aimed at the non-specialist academic reader, and should also be useful for teaching. Serving both these goals more effectively requires a change in strategy and direction for the journal. Going forward, Perspectives will concentrate on two types of articles aimed at this thought leader audience. The first are accessible surveys and reviews of contemporary knowledge about management and business issues. The goal would be to make information about empirical research in management accessible to the non-expert, including students, and the focus of the reviews would have to be on the phenomena of business and management, not the development of the academic literature. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Who is responsible for evaluating an employee's performance in most Organisations?Peer assessment: Under this assessment, the team members, co-workers, and workgroup are responsible for the performance rating of the employee. 360-degree performance appraisal: In this type of appraisal the performance rating is collected from the employee, their immediate supervisor, and peers.
Which of the following should employees do to prepare for a feedback session?Which of the following should an employee do to prepare for a feedback session? Complete a self-assessment given by his or her manager. Which of the following approaches is NOT recommended for managers to use in a feedback session? The best feedback comes to an employee (instantly/annually).
How can managers improve employee satisfaction with the feedback process?Here are some ways that managers can improve the feedback process to increase employee satisfaction:. Nurture a Safe and Open Environment. ... . Check-in Regularly. ... . Ensure Anonymity and Confidentiality. ... . Focus on Performance. ... . Be Empathetic. ... . Recognize and Reward Good Work. ... . Provide Opportunities for Improvement. ... . Ask for Feedback.. Which of the following helps performance management meet the goals of supporting strategy and developing employees group of answer choices?B. Specific feedback helps meet the goals of supporting strategy and developing employees.
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Which manager, is using the most effective approach to conducting a performance feedback session
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