Performance Feedback

1
Performance Feedback

• MANA 4328
• Dr. George Benson
• benson_at_uta.edu

2
Performance Appraisal Challenges

• Gender Bias
• Managers tend to give women evaluations that are
  less critical and less straightforward.
• Attribution Theory
• People tend to overestimate the influence of
  individual factors (such as motivation) and
  underestimate the influence of environmental
  factors when assessing others behavior.
• Frame of Reference

3
Attribution Theory

• Don't confuse luck with skill when judging
  others, and especially when judging yourself.
• Carl Icahn, billionaire investor

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Conducting A Fair Appraisal

• Collect appraisal data
• Evaluate performance
• Write the appraisal
• Conduct an appraisal interview

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Conducting A Fair Appraisal

• 1. Collect appraisal data
• Objective data on job performance
• Critical incidents (good and bad)
• Behavioral observation
• 2. Evaluate performance
• Before completing form think about intended
  result
• Avoid biases
• Consider how the message will be viewed by
  employee
• Consider circumstances beyond employees control
• Consider past evaluations

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Diagnosing Performance Problems

• Performance f (Ability, Motivation, Environment)

Ability Technical Skills Analytical
Skills Interpersonal Skills Physical
Limitations Business Knowledge
Motivation Goals / Expectations Career
Motivation Employee Conflict Employee
Satisfaction Boredom / Frustration
Environment Job Design Equipment /
Materials Rules and Policies Economic
Conditions Management Support
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Diagnosing Performance Problems
Source Scott Snell, Cornell University.
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Conducting A Fair Appraisal

• 3. Write the appraisal
• Have courage to address poor performers
• Be specific and use examples
• Avoid nitpicking
• Additional evidence needed for high/low
  performers
• Tied to specific goals
• Prioritize development needs

9
Providing Performance Feedback

• Location and timing
• Quiet and private
• Neutral seating arrangement
• Scheduled well in advance
• Avoids unrelated events
• Approaches to the Appraisal Interview
• Tell and Sell
• Tell and Listen
• Problem Solving

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Providing Performance Feedback

• Avoid Defensive Reactions
• Describe performance, not personality.
• Avoid questioning motives.
• Use specific examples and quantify if possible.
• Avoid vague statements or unsubstantiated claims.
  
• Give the employee a chance to respond.

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Providing Performance Feedback

• Focus on Employee Development
• Limit plans for change, growth, and development
  to a few important items that are achievable.
• Keep career discussions separate from performance
  feedback.
• Create a development plan.

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Dealing With Poor Performers

• Avoiding problems usually makes them worse.
• Why didnt you tell me this before?
• Approach the employee for mutual benefit to
  solve the problem and maintain the relationship.
• Threats and punishment increase compliance
  but....
• Good intentions matter.

13
Identifying Performance Gap

• Assume an employee says
• I know you are not happy with something, but I
  am not sure what I am doing wrong. What exactly
  is it that concerns you?
• OR
• I want to make sure that Im doing the job the
  way you want it done. What exactly should I do
  so that you will say I am doing a good job?

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Dealing With Poor Performers

• Identify a specific gap between performance and
  expectations.
• Determine business reasons why the problem must
  be solved.
• Determine consequences if the situation is not
  corrected.
• Determine appropriate action.

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Dealing With Poor Performers

• Be prepared to answer questions like
• Whats the big deal?
• Why is this important?
• Thats a dumb rule you know I do a good job
• Determine consequences and action
• Be specific no vague threats
• Give time for employee to change
• How critical is the problem behavior?

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Dealing With Poor Performers

• Consider a range of action
• Discuss during the appraisal without making a
  written reference.
• Reference the issue in the appraisal narrative
  without lowering ratings.
• Reference the issue and lower the performance
  rating for that particular area.
• Reference the issue in performance summary and
  lower final appraisal rating.
• Use progressively stronger sanctions