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Outline The Manager’s Role As Feedback Provider Chapter 10, M. London

Outline The Manager’s Role As Feedback Provider Chapter 10, M. London. Juan I. Sanchez, Ph.D. Dept. of Mgmt. & Int’l Business Florida Int’l University. Elements of a meaningful performance review. Managers can make giving feedback part of their management style. Stages of Change

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Outline The Manager’s Role As Feedback Provider Chapter 10, M. London

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  1. OutlineThe Manager’s Role As Feedback ProviderChapter 10, M. London Juan I. Sanchez, Ph.D. Dept. of Mgmt. & Int’l Business Florida Int’l University

  2. Elements of a meaningful performance review. Managers can make giving feedback part of their management style.

  3. Stages of Change • Precontemplation: do not intend to change w/n six months. • Consciousness raising. • Dramatic relief. • Environmental reevaluation (recognize positive impact of change) • Overall: help employee recognize performance problems, cope with emotions (e.g., fear of failure), and inspire them to change (by pointing out benefits) Reactions to Feedback and Readiness to Change

  4. Change Processes within Stages of Change • Contemplation: intend to change w/n six months. • Self-reevaluation: change is important to one’s identity, happiness, and success. • Preparation: intend to change w/n 30 days. • Self-liberation: change can be successful & making a firm commitment (squash self-doubts). Reactions to Feedback and Readiness to Change

  5. Action & Maintenace: change in process. • Counterconditions: substitute old behaviors and habits. • Helping relationships: seeking & using social support for the change. • Stimulus control: restructuring environment to elicit new behaviors & limit old habits. Reactions to Feedback and Readiness to Change Across all stages: social liberation; providing choices and resources that empower employees to change. Stage-Matched Change Intervention: tailor intervention to employee’s readiness to change.

  6. Goal-Setting: means by which feedback motivates change. • Goal commitment: participation in goal-setting • Goals translate feedback into action (feedback w/o goals does little to change performance). • Goals and feedback mutually influence each other. • What gets measured in relation to goals gets done. Beyond Feedback: Goal-Setting

  7. Asking for Feedback The way we seek feedback depends on our self-image. Those who need it the most do not seek feedback. Motivation to seek feedback: reduce ambiguity, but worry about costs of seeking feedback (losing face, attributions, face-saving culture): costs > benefits? Feedback acceptance: self-efficacy, locus of control; courage: accepting and integrating feedback increases one’s advantage over time.

  8. Impression Management Be aware of your impression management behavior & image that you project. Size up audience and situation. Realize impression management is not a substitute for excellence. Be yourself (people can see through the façade).

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