Abstract:
Feedback tells a performer to change performance or to keep on
performing the same way. Without feedback, good performance can fall off
track, and poor performance can remain unimproved. If feedback is provided
only during an annual performance review, it is probably not timely enough to
be effective. If feedback is not specific, it will fail to make its contribution to
the effectiveness of the performance method. Moreover, delay in feedback
creates both frustration, when good performance is not quickly recognized, and
anger, when judgment is rendered for inadequacies long past. Surveys generally show that most people think the idea of performance
appraisal is good. They feel that a man should know where he stands and
therefore, the manager should discuss an appraisal of his performance with him
periodically. In actual practice, however, it is the extremely rare operating
manager who will employ such a program on his own initiative. Personnel
specialists report that most managers carry out performance appraisals
interviews only when strong control procedures are established to ensure that
they do so and assure them that in this way they will obtain improved
performance from their subordinates. Without evaluations, salary and
promotion policies can not be administered. Recognizing good performance and correcting poor performance will
result in a sound appraisal system that can contribute both to organizational
morale and organizational performance.
