Training to improve performance feedback: lessons from a study in a technology setting

Paul L Nesbit
Macquarie Graduate School of Management, Macquarie University, Sydney NSW

Robert E Woods

PP: 18

Abstract

Innovation requires attention to people issues as well as technological issues. Poor organizational processes can reduce the motivation of even the most dedicated employee. The feedback process is central to performance management systems, yet it is often poorly done.

This article discusses the problem of subjectivity in performance evaluations and the impact this has on staff motivation. The article outlines a study on the impact of feedback assessment training of supervisors in a technology-based organization who received frame-of-reference training.

This training is designed to give supervisors a common understanding of the performance behaviors associated with different standards of rating criteria used to assess those they supervise. Outcomes of the study and implications for improving performance appraisal are presented.

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Keywords

performance management, motivation, human resources, training

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References

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Greenberg J (1990) Organizational Justice: Yesterday, today and tomorrow, Journal of Management 16: 399-432.

Landy FJ and Rastegary H (1988) Current issues in performance evaluation. In Robertson I and Smith M (eds) Personnel Evaluation of the Future, New York, Wiley.

Locke EA and Latham GP (1990) A Theory of Goal- Setting and Task Performance. Englewood Cliffs NJ, Prentice-Hall.

Mitchell TR (1982) Motivation: New Directions Theory, Research and Practice, Academy of Management Review, pp.80-88.

Pulakos ED (1984) A comparison of rater training programs: Error training and accuracy training. Journal of Applied Psychology 69: 581-588.

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