scholarly journals Feedback Loop

2009 ◽  
Vol 131 (08) ◽  
pp. 24-25 ◽  
Author(s):  
Sean Conrad
Keyword(s):  
Performance Management ◽  
Performance Feedback ◽  
Financial Incentives ◽  
Feedback Loop ◽  
Performance Reviews ◽  
Corporate Strategies ◽  
Performance Engineering ◽  
Engineering Managers ◽  
Overall Performance ◽  
Early Performance

This article highlights about young engineers who want early performance feedback on how they are doing their jobs. One difference is that younger engineers believe the feedback should stream to them the same way other digitized information does: instantly and often. Managers are finding that tying performance reviews and job feedback to an in-house software system not only makes the younger engineers on their staff happy, but also drives the company's overall performance. Engineering managers looking to attract and retain young talent need to understand that the newest generation of employees—members of Generation Y—seek more feedback and direction than do their older counterparts. Managers at firms with talent management applications in place find they spend less on salaries, bonuses, and other financial incentives. Kennedy/Jenks has clearly defined corporate strategies that are used to drive employees’ goals. Employee, manager, and department goals all contribute toward achieving corporate objectives. In automating the performance management process, Kennedy/Jenks has been able to create a culture where the value of each individual’s performance is clearly understood.

Conducting Midterm Performance Reviews: An Exercise for Teaching Performance Management

2017 ◽  
Vol 3 (1) ◽  
pp. 7-19
Author(s):  
Rebecca A. Bull Schaefer
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Individual Performance ◽  
Performance Management Systems ◽  
Face To Face ◽  
Performance Review ◽  
Performance Reviews ◽  
Multiple Measure ◽  
Full Class

Although the annual performance review has received much criticism from practitioners and researchers alike, organizations continue to use coaching and/or reviews to maximize employee effectiveness and minimize liabilities. A semester class is a great context to practice skills relating to tracking and reviewing performance. This article describes how management instructors can implement performance reviews as an experiential exercise designed to improve students’ confidence related to receiving performance feedback. During a “Performance Appraisal Week,” instructors conduct individual performance reviews designed to discuss individual students’ class performance and elicit student–teacher feedback. Students experience the emotions of a professional face-to-face review, practice multiple-source and multiple-measure feedback interpretation, engage in performance-related dialogue, and consider plans to meet goals. During a full-class reflection and debrief, students apply concepts and discuss elements of performance management systems, and they build their confidence in how to navigate performance-related feedback discussions.

Real-time, ongoing employee feedback: the perk that actually retains

2017 ◽  
Vol 16 (3) ◽  
pp. 125-130
Author(s):  
Michael Heller
Keyword(s):  
Performance Management ◽  
Performance Feedback ◽  
Design Methodology ◽  
Feedback Loop ◽  
Simple Approach ◽  
Content Type ◽  
Black And White ◽  
Effective Manner ◽  
Set Up ◽  
The Impact

Purpose The purpose of this paper is to help leaders with their performance management explore how a simple ongoing feedback loop retains employees. Design/methodology/approach This paper is set up in a “to-do, not to-do” format to give busy leaders a clear, black and white view on how this approach works. Findings The “simple” approach of having an ongoing feedback loop is hard for employers to get in the habit of doing, which is understandable. This paper shows them that implementation is not as hard as many anticipate. Research limitations/implications A lot of the “research” comes from daily experiences through practice. Studies have proven that leaders want to deliver more performance feedback to their employees; however, it’s the actual implementation we as leaders must learn to deliver in an effective manner. Originality/value This paper includes actual tried-and-true tactics for leaders to easily implement, and get the feel for how feedback works and the impact it makes on business. The hope is to help leaders in any industry to be able to transform the way they provide feedback.

BSC-SI

2016 ◽  
Vol 5 (2) ◽  
pp. 1-14
Author(s):  
Mouhib Alnoukari ◽  
Rakan Razouk ◽  
Abdullatif Hanano
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Competitive Advantages ◽  
Corporate Strategies ◽  
Strategic Intelligence ◽  
Flexible Organizations ◽  
Corporate Strategic Management ◽  
The Impact

Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to implement systemically their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. In this article, the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. They will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, the authors will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.

BSC-SI, A Framework for Integrating Strategic Intelligence in Corporate Strategic Management

2016 ◽  
Vol 7 (1) ◽  
pp. 32-44
Author(s):  
Mouhib Alnoukari ◽  
Rakan Razouk ◽  
Abdullatif Hanano
Keyword(s):  
Strategic Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Corporate Strategies ◽  
Strategic Intelligence ◽  
Flexible Organizations ◽  
Corporate Strategic Management ◽  
The Impact

Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to systemically implement their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. This manuscript per the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. It will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, it will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.

scholarly journals Getting Rid of Performance Ratings: Genius or Folly? A Debate

2016 ◽  
Vol 9 (2) ◽  
pp. 219-252 ◽  
Author(s):  
Seymour Adler ◽  
Michael Campion ◽  
Alan Colquitt ◽  
Amy Grubb ◽  
Kevin Murphy ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Performance Ratings ◽  
Management Process ◽  
Management Reform ◽  
Research And Practice ◽  
Subsequent Performance ◽  
Weak Relationship ◽  
Effective Performance

Despite years of research and practice, dissatisfaction with performance appraisal is at an all-time high. Organizations are contemplating changes to their performance management systems, the most controversial of which is whether to eliminate performance ratings. The pros and cons of retaining performance ratings were the subject of a lively, standing-room-only debate at the 2015 Society for Industrial and Organizational Psychology conference in Philadelphia (Adler, 2015). Given the high interest in this topic, this article recaps the points made by the panelists who participated in the debate. The arguments for eliminating ratings include these: (a) the disappointing interventions, (b) the disagreement when multiple raters evaluate the same performance, (c) the failure to develop adequate criteria for evaluating ratings, (d) the weak relationship between the performance of ratees and the ratings they receive, (e) the conflicting purposes of performance ratings in organizations, (f) the inconsistent effects of performance feedback on subsequent performance, and (g) the weak relationship between performance rating research and practice in organizations. The arguments for retaining ratings include (a) the recognition that changing the rating process is likely to have minimal effect on the performance management process as a whole, (b) performance is always evaluated in some manner, (c) “too hard” is no excuse for industrial–organizational (I-O) psychology, (d) ratings and differentiated evaluations have many merits for improving organizations, (e) artificial tradeoffs are driving organizations to inappropriately abandon ratings, (f) the alternatives to ratings may be worse, and (g) the better questions are these: How could performance ratings be improved, and are we conducting the entire performance management process properly? The article closes with questions organizational members have found useful for driving effective performance management reform.

Appraising clever people: lessons from introducing performance reviews for academics in a UK University

2015 ◽  
Vol 47 (2) ◽  
pp. 81-85 ◽  
Author(s):  
Hedda Bird
Keyword(s):  
Performance Management ◽  
Single Case ◽  
Lessons Learned ◽  
Content Type ◽  
Performance Review ◽  
Highly Educated ◽  
Performance Reviews ◽  
Practical Challenge ◽  
Set Up

Purpose – The purpose of this paper is to build understanding of how to engage a highly educated workforce with the benefits of performance management through sharing the lessons learned from introducing performance reviews (appraisals) into an academic environment. Design/methodology/approach – The paper presents a case study of a four-year programme in a UK higher education establishment. The author was closely involved in the last two years of the programme, and completed a detailed evaluation of the programme for the client. Findings – Performance management creates significant value within a highly educated workforce through bringing together individual capability and expertise to focus on delivering the strategy. Obstacles to success such as routine complaints of “time-wasting” and “pointlessness” can be overcome by wide and deep engagement with employees throughout the design and development of the approach. Research limitations/implications – This is a single case study; however, the author has worked on many similar programmes with highly educated work forces with very similar results. Practical implications – The vast majority of staff positively want a high-quality performance review; the practical challenge is to channel this desire into shared ownership and responsibility for the success of performance review in practice. Originality/value – Literature abounds with analysis of what is wrong with performance review, this paper is a rarer piece in that it develops our understanding of how to set up performance management and review for success.

scholarly journals Do Performance Goals and Development, Feedback and Recognition, and a Climate of Trust Improve Employee Engagement in Small Businesses in the United States?

2021 ◽  
Vol 14 (6) ◽  
pp. 1
Author(s):  
Tywanda D. Tate ◽  
Franklin M. Lartey ◽  
Phillip M. Randall
Keyword(s):  
United States ◽  
Small Business ◽  
Regression Model ◽  
Performance Management ◽  
Employee Engagement ◽  
Small Businesses ◽  
Pearson Correlation ◽  
The United States ◽  
Performance Goals ◽  
Overall Performance

Small businesses are the predominant contributors to the U.S. economy, yet they face many challenges to remain competitive and sustainable. There are several reasons a small business could fail, including a lack of human resources, limited financial resources, competition, technological advancements, disaster, and globalization. Improving employee performance by getting them engaged and productive in their work is an issue that cannot be overlooked for small businesses to function and remain competitive. There is limited empirical evidence that explains the dimensions of performance management and employee engagement in small businesses. However, how small businesses sustain their long-term performance remains uncertain. This study sought to bring together two previously distinct constructs: overall employee engagement and overall performance management, characterized by performance goals and development, a climate of trust, and feedback and recognition. The research was correlational in nature. A survey was conducted to generate and analyze data gathered from 121 employees of small businesses located in the United States. A series of Pearson correlation analyses confirmed the existence of statistically significant positive relationships between employee engagement and each variable of performance management, namely performance goals and development, feedback and recognition, and climate of trust. Notwithstanding these positive correlations, a multiple regression model with the three performance management variables as independent variables and employee engagement as the dependent variable suggested that there was a statistically significant regression model F(3, 117) = 32.34, p < .001, R2 = .453, explaining 45.3% of the variability in employee engagement. Nonetheless, this model confirmed that the variables performance goals and development and climate of trust were not statistically significant in the model (p > .05). In other words, only the feedback and recognition variable was statistically significant in the regression model, suggesting that it explained most of the variability in engagement, including that already explained by the other two variables. Overall, the outcome of this study suggests that small businesses implementing performance management processes have more engaged employees. The conclusions drawn from these findings suggest that overall performance management and overall employee engagement contribute to small business productivity and organizational success.

BISC

2016 ◽  
pp. 501-518
Author(s):  
Atieh Dokhanchi ◽  
Eslam Nazemi
Keyword(s):  
Performance Management ◽  
Business Intelligence ◽  
Enterprise Architecture ◽  
Interdisciplinary Work ◽  
Corporate Strategies ◽  
Strategic Role ◽  
Architecture Frameworks ◽  
And Performance

Despite the importance and the strategic role of Business Intelligence (BI) in organizations and its key impact on successfully executing corporate strategies, in most cases, strategic planning and performance management projects are done independently from BI projects, therefore a holistic and an integrated framework has been proposed in this paper for aligning Business Intelligence initiatives with corporate strategies. This framework as an interdisciplinary work borrows the approach of the Enterprise Architecture frameworks and its structured logical thinking about the organization and was refined through gathering and analyzing expert's opinions. This paper also uses a case study in one bank with the aim of clarifying the application of the proposed framework.

Research on Strategy-Oriented Management of Environment Performance of County and Municipal Party and Government Leaders

2011 ◽  
Vol 306-307 ◽  
pp. 1613-1618
Author(s):  
Jing Kun Zhou
Keyword(s):  
Environmental Protection ◽  
Performance Management ◽  
Performance Feedback ◽  
Municipal Governments ◽  
Guarantee System ◽  
Evaluation Of Performance ◽  
Management Procedure ◽  
Protection Strategies ◽  
Traditional Performance ◽  
Environment Performance

This paper provides a model of strategy-oriented management of environment performance of Party and government leaders at the county and municipal levels, framworked by culture, procedure and basic guarantee system together for management of environment performance of Party and government leaders at the county and municipal levels; it emphatically narrates the strategy-oriented management procedure of environment performance of Party and government leaders at the county and municipal levels, composed of seven stages: the making of environmental protection strategies of county and municipal governments, the formulating of key performance indicators and plans of environmental protection and plans of Party and government leaders at the county and municipal levels, implementation and evaluation of performance, feedback and application of performance evaluation results; besides, it also analyzes differences between the strategy-oriented performance management and the traditional performance management.

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