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FEEDBACK

FEEDBACK. Emotion Evaluator Worker Managing Emotional Reactions Evaluator Worker. Feedback & Emotion. Delivering Feedback Evaluating performance & delivering feedback may seem like a nonaffective task, but there are numerous reasons why emotional reactions can occur.

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FEEDBACK

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  1. FEEDBACK • Emotion • Evaluator • Worker • Managing Emotional Reactions • Evaluator • Worker

  2. Feedback & Emotion Delivering Feedback • Evaluating performance & delivering feedback may seem like a nonaffective task, but there are numerous reasons why emotional reactions can occur. • Emotions can range from temporary anxiety to questioning of self confidence and altering evaluations & feedback.

  3. Delivering Feedback: Some Bases for Emotion 1. Will the worker agree with the feedback? 2. Will the worker accept the feedback? 3. Will the worker question the evaluations? 4. Will the worker disagree with the diagnoses and recommendations? 5. Will the worker react rationally or emotionally? 6. If the worker disagrees, will I be able to justify my evaluation and be able to stand firm with my feedback,?

  4. 7. What if the worker succeeds in changing the evaluation? Will I lose power and credibility? 8. How will I manage this worker if they react negatively? 9. Will the worker file a grievance? 10. If a grievance is filed, would my case be strong enough to win it? 11. Are there things I have missed that should have been included in the evaluation and feedback? 12. Am I being fair, or could I somehow be biased about this worker?

  5. The cost of emotions influencing evaluations & feedback? • Evaluations & feedback no longer useful for development & administrative purposes. • Will raise issues of fairness.

  6. Ways in which evaluator affect can influence feedback Evaluator Affect Worker Performance: Behavior Results Observation Diagnosis Evaluation Feedback

  7. Steps for Managing the Possible Influence of Evaluator Affect • Clear Criteria • Ambiguous criteria open door for affect or for perception that affect is an influence • Common Standards • Developing common standards (such as thorough FOR training) signals that performance should be the focus • Performance Record • Regular documentation of worker performance can increase the focus on behavior & results Cont.

  8. Voice System • Knowing that a grievance may have to be dealt with can direct evaluators away from nonperformance issues • Self Awareness • Being aware of possible influences on the judgment process can help evaluators avoid error & bias • Evaluation • Holding evaluators accountable for their feedback & development efforts can make the issue real & important

  9. Conceptual Framework for Understanding & Influencing Evaluator Affect Focus Relevant Irrelevant Increase Direction Decrease

  10. Receiving Feedback Receiving feedback isn’t necessarily a nonaffective task - a variety of emotional reactions are possible. Examples of Emotional Reactions to Feedback • Surprise - The feedback was better than you expected • Defensiveness - You need to defend yourself • Shock - You can't believe how poor the ratings and feedback are • Anger - The evaluation isn't fair • Rejection - The feedback must not be accurate

  11. Managing Possible Emotional Reactions to Performance Feedback Evaluator Perspective The focus here is on the emotional reaction of the worker, but there is much the evaluator can do to prevent the occurrence of emotional reactions or to lessen the severity. • Evaluator Approaches • Performance focus • Focus on performance, not the person Cont.

  12. Relevance • Stick to relevant performance characteristics. Including factors perceived by worker to be irrelevant may result in anger & rejection. • Distinction between relevant & irrelevant can sometimes be difficult. • Let worker define relevance • Know limits of your expertise • No Surprises • It is the responsibility of the evaluator to make the worker aware of performance deficiencies before the formal performance review session Cont.

  13. Be Engaged • How a message is delivered can sometimes be as important as the content of the message Exhibit 6.5 - Engagement Characteristics • Body Language • Orient toward the worker • Lean forward • Maintain eye contact • Feedback Process • Ask open-ended questions • Actively listen

  14. Worker Perspective While some things can & should be done by the evaluator to manage the possibility of an emotional reaction, the emotions are, in the end, the worker’s. Tactics for Workers • Separate yourself from your performance • Recognize that our performance is not who we are as people. • Be realistic in your performance expectations • Do not expect to achieve an unattainable goal & then be emotionally distraught when feedback is less than perfect. Cont.

  15. Be future oriented • Use performance feedback as a basis for planning future performance. Use the feedback to move ahead, not to dwell on the past. • Don’t be surprised • Make sure you are receiving informal feedback • Recognize your emotional tendencies • It will help you to better frame the feedback & recognize your emotional tendencies if they begin to occur

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