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  Title Head: PERFORMANCE FEEDBACK

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Introduction

Group exercise and performance feedback is a concept used in business circles to foster the organizational culture which dictates the way of doing business within and outside the organization. Barsade (2002) argues that it is very important for managers to understand shared social progress within groups as this practice helps many organizations in moving toward a greater team orientation. Most of these social processes which are shared are helpful as they act a passage for several group interactions as well as dynamics used in getting a certain task done. Experts in the field of shared social processes such as group exercise have been focusing mainly on cognitive aspects and more specifically the way group members share ideas and cognition. Processing of social information focuses mainly on the way cognitions as well as attitudes affect different people with respect to the social environment which they find themselves in. It is important to have an exhaustive look into the way people are able to construct as well as share ideas, thoughts, and memories that are useful for their work, which in essence helps in improving performance.  Cognition and information processing is a very important aspect in group exercise as well as performance feedback as it is through cognition that people get to understand concepts and act according by taking the right course of action, leading to the successful completion of a particular task in a group setting (Katzenbach, 2001).

The issue of positive feedback has elicited the comments of Bowen (2010) who points out that positive feedback as well as meaningful recognition are some of the valuable and proven tools of management although people tend to overlook them most of the time. Quick fixes and gimmicks are the order of the day within corporations as the environment in which they operate is that of corporate mistrust coupled with continued downsizing as well as employment at will. Action is needed to instill a sense of commitment which should be geared towards inspiring achievement (Ederer, 2010). It is by rewarding employees that leaders and managers get a solid view of what it is that motivates employees, not only in an intrinsic, but also in an extrinsic way. The best strategies which are practical for business are required alongside hands-on tips in order to encourage peak performance within the employees. The current business environment is a very complex one to manage and better; more effective strategies are desired to manage the challenges and competition in the corporate world (Daniels, 2000). There needs to be a psychological contract between the employer and the employees in order to manage the business environment in common understanding and unity of purpose. Globalization has made it possible for employees to have freedom of movement within organizations as well as outside them. There is no clear difference between the boundaries of location, structure authority, and time, which makes it even more difficult fro managers to have full control of the business environment. Many organizations have had to bear with stiff competition in the global economy and many of them are merging, downsizing, transforming and moving to new places in order to sustain themselves in the fight for existence. Leaders, managers and even non-managers are increasingly finding it important to learn to do with the little that there is in order to survive the global competition. It is by thinking outside the box that this can be possible and the entire workforce has to come together to forge the way forward by bringing together ideas on what best suits the situation. It is by group initiative that many companies manage to find solutions to the problems that are brought about by the fierce competition within the global economy (Barsade, 2002). Managers have started adopting more effective way of handling the challenges of the global economy by resulting to group think. The challenges that the global economy poses to organizations can be tackled by group initiative whereby managers and the workers come together to think of a common course of action to take in addressing these challenges. It is through fighting for common objectives that the best solutions can be adopted to make the organization successful by incorporating the workers in the decision-making process. Feedback is very essential for the managers to determine the success levels within their organizations. Feedback is very crucial in enabling the managers to make an assessment of their actions and plans in an effort to make the necessary changes for the survival of the organization. It is a fact that the old way of doing business are actually changing and it is necessary to put in place a system whereby everyone in the organization is involved in finding solutions for the smooth running of them organization as well as giving it a competitive advantage in the global economy. Such structures must have an effective feedback process so that information can be effected at the right time (Katzenbach, 2001).

The new workplace is very different from the one that existed in the last century where managers used to make unilateral decisions for the company. What matters in the new workplace are decisions that address  the interests, values and goals of the company in a group initiative rather than unilateral decisions that can not stand the test of time due to lack of thorough consultations and brainstorming. Performance feedback is best achieved through participation of all stakeholders within the organization. Such things as rewards to acknowledge and promote good performance are the most ideal for the modern day workplace. An effective reward system which encompasses recognition is vital for empowering energy as workers get motivated and get the resole to put move effort in their work. Reward system as a group exercise is very effective although it is very complex to comprehend the concept and scope. Performance feedback is determined by the culture of the organization and its effectiveness is determined by the organizational structures as the se structures differ from each other and from one company to another (Bowen, 2000).

An effective feedback system is very essential within organizations as it is through this that companies can be able to foster a culture of accountability and an increased likelihood of meeting the companies goals and objectives. Performance feedback enables recognition by using reward systems to either encourage of discourage a certain practice as the managers may deem fit for the organization. Performance feedback is achievable through group exercise because everyone in the organization needs to be included for the process to be successful by ensuring the participation of all the concerned persons. This is an excellent case of group behavior as it is through the process of group interaction that performance feedback can take place (De Cieri et al, 2008). It is important to understand how people share ideas in the social process of decision making whereby all the stakeholders are included in group interaction for the best decisions to be arrived at. In group exercise people do not only share information and ideas. The process also gives them an opportunity to share emotions, which are very essential for organizational behavior. This is termed as emotional contagion which mostly occurs in groups and more specifically at an individual level. Group exercise determines organizational behavior and can be used as a factor for determining job satisfaction within the members of the group at the workplace; moods as well as emotions are the key determinate factors to influence of determine success. Performance outcomes are highly dependent on social interactions in any given organization (Brief & Weiss2002). The feelings of the employees matter a lot within the workplace and if they are properly addressed. Managers and the employees in any organization should engage in supporting behaviors within the group in order to promote creativity. These supporting behaviors coupled with creativity determine performance outcomes which should work towards improving the overall performance of the company (Kaplan & Norton 1996). The workplace is full of group exercises that are very intense and present opportunities as well as challenges which must be addressed by doing performance feedback (Maylett, 2009).

Conclusion

The best way performance feedback can be used is through the rewarding system in which the rewards can be used for promoting positive aspects and punishing negative ones in order to instill organizational culture within the workers and managers in a group setting. Performance feedback and performance appraisal are the best ways in which companies are able to monitor performance and improve on areas of weakness. It is a form of motivation within the employee fraternity.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

REFERNCES

Barsade, G. S, (2002). The ripple effect: emotional contagion and its influence on group behavior. Journal article; Administrative Science Quarterly, Vol. 47, 2002

Available at: http://www.questia.com/googleScholar.qst;jsessionid=MzPWVNK3pHPnCgJtyvJzTgXQd60hCJRFwKRJvwzsGBzJXXRvLRg8!251780216!-1537644955?docId=5001995936

Bowen, R, (2000). Recognizing and rewarding employees. MacGraw-Hill, New York.

Brief, A. P & Weiss, H. M, (2002). Annual Review of Psychology. Department of Psychological Sciences, PurdueUniversity, West Lafayette, Indiana.

Available at:

http://www.annualreviews.org/doi/abs/10.1146/annurev.psych.53.100901.135156?journalCode=psych

Daniels, A, (2000). Bringing out the best in people. MacGraw-Hill, New York.

De Cieri, et al, (2008). Human resource Management in Australia, 3rd Ed. MacGraw-Hill, Australia.

Kaplan, R. S & Norton, D. P, (1996). Putting the balanced scorecard to work. Harvard Business Review pp. 134-147.

Katzenbach, J, (2001). Peak performance: Aligning the hearts and minds of your employees, Harvard Press, New York.

Williams, R. S, (2000). Managing employee performance: Design and implementation in organizations. Thomson Learning, London.

Ederer, F, (2010). Feedback and Motivation in Dynamic Tournaments. Journal of Economics & Management Strategy, 19(3), 733.  Retrieved October 11, 2010, from ABI/INFORM Global.

Maylett, T. (2009). 360-Degree Feedback Revisited: The Transition From Development to Appraisal. Compensation and Benefits Review, 41(5), 52.  Retrieved October 11, 2010, from ABI/INFORM Global.