nach oben

Erschienen in:

2018 | OriginalPaper | Buchkapitel

Feedback for Performance Development

A Review of Current Trends

verfasst von : Marie-Hélène Budworth, Sheryl Chummar

Erschienen in: Handbuch Schlüsselkonzepte im Coaching

Verlag: Springer Berlin Heidelberg

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Auszug

Richard has been working as Assistant Director of Marketing for a large telecommunications firm for 7 years. His manager, Anna, believes that he would make a great Director if he could just polish his project management skills. He is excellent at setting up project timelines and delegating responsibilities but sometimes loses steam toward the end of the execution phase. Anna has been giving him feedback on this concern for the past three performance cycles. Despite the fact that he has been reminded of this weakness for the past 3 years, the problem persists. The feedback is not working. …

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Vorheriges Kapitel Familienunternehmen im Coaching: spezifische Dynamiken

Nächstes Kapitel Fehlentscheidungen von Gruppen durch Coaching verringern

Aguinis, H., Gottfredson, R. K., & Joo, H. (2012). Delivering effective performance feedback: The strengths-based approach. Business Horizons, 55(2), 105–111.CrossRef

Baker, N. (2010). Employee feedback technologies in the human performance system. Human Resource Development International, 13(4), 477–485.CrossRef

Bouskila-Yam, O., & Kluger, A. N. (2011). Strength-based performance appraisal and goal setting. Human Resource Management Review, 21(2), 137–147.CrossRef

Budworth, M. H., Latham, G. P., & Manroop, L. (2015). Looking forward to performance improvement: A field test of the feedforward interview for performance management. Human Resource Management, 54(1), 45–54.CrossRef

Bushe, G. R., & Kassam, A. F. (2005). When is appreciative inquiry transformational? A meta-case analysis. Journal of Applied Behavioral Science, 41(2), 161–181.CrossRef

Campion, M. C., Campion, E. D., & Campion, M. A. (2014). Practice feedback: Using best practices to develop a model for using 360- feedback for performance management. Unpublished manuscript.

Campion, M. C., Campion, E. D., & Campion, M. A. (2015). Improvements in performance management through the use of 360 feedback. Industrial and Organizational Psychology, 8(1), 85–93.CrossRef

Cardy, R. L. (2015). Informal and formal performance management: Both are needed. Industrial and Organizational Psychology, 8(1), 108–111.CrossRef

Chawla, N., Gabriel, A. S., Dahling, J. J., & Patel, K. (2016). Feedback dynamics are critical to improving performance management systems. Industrial and Organizational Psychology, 9(2), 260–266.CrossRef

Coens, J. (2002). Abolishing performance appraisals: Why they backfire and what to do instead. Berrett-Koehler Publishers. Retrieved from http://library.books24X7.com.ezproxy.library.yorku.ca/toc.aspx?site=O1KIJ&bkid=2946.

Cooperrider, D. L., & Srivastva, S. (1987). Appreciative inquiry in organizational life. In R. W. Woodman & W. A. Passmore (Eds.), Research in organizational change and development (pp. 129–169). New York: Elsevier Science/JAI Press.

DeNisi, A. S., & Kluger, A. N. (2000). Feedback effectiveness: Can 360 degree appraisals be improved? Academy of Management Executive, 14(1), 129–139.

DeNisi, A. S., & Pritchard, R. D. (2006). Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework. Management and Organization Review, 2(2):253–277.CrossRef

Fishbach, A., Eyal, T., & Finkelstein, S. R. (2010). How positive and negative feedback motivate goal pursuit. Social and Personality Psychology Compass, 4(8), 517–530.CrossRef

Gregory, J. B., & Levy, P. E. (2012). Employee feedback orientation: Implications for effective coaching relationships. Coaching: An International Journal of Theory, Research and Practice, 5(2), 86–99.

Gregory, J. B., Levy, P. E., & Jeffers, M. (2008). Development of a model of the feedback process within executive coaching. Consulting Psychology Journal: Practice and Research, 60(1), 42–56.CrossRef

Gregory, J. B., Beck, J. W., & Carr, A. E. (2011). Goals, feedback, and self-regulation: Control theory as a natural framework for executive coaching. Consulting Psychology Journal: Practice and Research, 63(1), 26.CrossRef

Hagen, M. S. (2012). Managerial coaching: A review of the literature. Performance Improvement Quarterly, 24(4), 17–39.CrossRef

Hamlin, R. G., Ellinger, A. D., & Beattie, R. S. (2006). Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours. Human Resource Development International, 9(3), 305–331.CrossRef

Hedge, J. W., & Borman, W. C. (1995). Changing conceptions and practices in performance appraisal. In A. Howard (Ed.), The changing nature of work (pp. 451–481). San Francisco: Jossey-Bass.

Heslin, P. A., Vandewalle, D., & Latham, G. P. (2006). Keen to help? Managers’ implicit person theories and their subsequent employee coaching. Personnel Psychology, 59(4), 871–902.CrossRef

Hooijberg, R., & Lane, N. (2009). Using multisource feedback coaching effectively in executive education. Academy of Management Learning & Education, 8(4), 483–493.

Ilgen, D.R., Barnes-Farrell, J.L. & McKellin, D.B. (1993). Performance Appraisal Process Research in the 1980s: What Has it Contributed to Appraisals in Use? Organizational Behavior and Human Decision Processes, 54(3), 321–368.CrossRef

Ilies, R., De Pater, I. E., & Judge, T. (2007). Differential affective reactions to negative and positive feedback, and the role of self-esteem. Journal of Managerial Psychology, 22(6), 590–609.CrossRef

Johnson, G., & Connelly, S. (2014). Negative emotions in informal feedback: The benefits of disappointment and drawbacks of anger. Human Relations, 67(1), 1265–1290.CrossRef

Joo, B. K. B. (2005). Executive coaching: A conceptual framework from an integrative review of practice and research. Human Resource Development Review, 4(4), 462–488.CrossRef

Karkoulian, S., Assaker, G., & Hallak, R. (2016). An empirical study of 360-degree feedback, organizational justice, and firm sustainability. Journal of Business Research, 69(5), 1862–1867.CrossRef

Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119(2), 254–284.CrossRef

Kluger, A. N., & Nir, D. (2010). The feedforward interview. Human Resource Management Review, 20(3), 235–246.CrossRef

Kuvaas, B. (2011). The interactive role of performance appraisal reactions and regular feedback. Journal of Managerial Psychology, 26(2), 123–137.CrossRef

Ledford, G. E., & Lawler, E. E. (2015). Can technology save performance management? World at Work Journal, 24(4), 6–15.

Ledford, G. E., Benson, G., & Lawler, E. E. (2016). Aligning research and the current practice of performance management. Industrial and Organizational Psychology, 9(2), 253–260.CrossRef

Levy, P. E., & Williams, J. R. (2004). The social context of performance appraisal: A review and framework for the future. Journal of Management, 30(6), 881–905.CrossRef

London, M. (2015). The power of feedback: giving, seeking, and using feedback for performance improvement. Routledge, New York.

London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12(1), 81–100.CrossRef

Luffarelli, J., Gonçalves, D., & Stamatogiannakis, A. (2015). When feedback interventions backfire: Why higher performance feedback may result in lower self‐perceived competence and satisfaction with performance. Human Resource Management, 55(4), 591–614.CrossRef

Lurie, N. H., & Swaminathan, J. M. (2009). Is timely information always better? The effect of feedback frequency on decision making. Organizational Behavior and Human Decision Processes, 108(2), 315–329.CrossRef

Luthans, F., & Peterson, S. J. (2003). 360 degree feedback with systematic executive coaching: Empirical analysis suggests a winning combination. Human Resource Management, 42, 243–256.CrossRef

Lyubomirsky, S., & Layous, K. (2013). How do simple positive activities increase well-being? Current Directions in Psychological Science, 22(1), 57–62.CrossRef

McDowall, A., Freemann, K., & Marshall, K. (2014). Is Feedforward the way forward? A comparison of the effects of Feedforward coaching and Feedback. International Coaching Psychology Review, 9(2), 135–146.

Mosley, E. (2013). The crowdsourced performance review: How to use the power of social recognition to transform employee performance. New York: McGraw-Hill Professional.

Nieminen, L. R., Smerek, R., Kotrba, L., & Denison, D. (2013). What does an executive coaching intervention add beyond facilitated multisource feedback? Effects on leader self‐ratings and perceived effectiveness. Human Resource Development Quarterly, 24(2), 145–176.CrossRef

O’Malley, A. L., & Gregory, J. B. (2011). Don’t be such a downer: Using positive psychology to enhance the value of negative feedback. The Psychologist-Manager Journal, 14(4), 247–264.CrossRef

Pulakos, E. D., Hanson, R. M., Arad, S., & Moye, N. (2015). Performance management can be fixed: An on-the-job experiential learning approach for complex behavior change. Industrial and Organizational Psychology, 8(01), 51–76.CrossRef

Rai, H., & Singh, M. (2013). A study of mediating variables of the relationship between 360 degree feedback and employee performance. Human Resource Development International, 16(1), 56–73.CrossRef

Roberts, L. M., Dutton, J. E., Spreitzer, G. M., Heaphy, E. D., & Quinn, R. E. (2005). Composing the reflected best-self portrait: Building pathways for becoming extraordinary in work organizations. Academy of Management Review, 30(4), 712–736.CrossRef

Seifert, C. F., Yukl, G., & McDonald, R. A. (2003). Effects of multisource feedback and feedback facilitator on the influence behaviour of managers toward subordinates. Journal of Applied Psychology, 88(3), 561–569.CrossRef

Seligman, M. E., & Csikszentmihalyi, M. (2000). Special issue on happiness, excellence, and optimal human functioning. American Psychologist, 55(1), 5–183.CrossRef

Smither, J. W., London, M., & Reilly, R. R. (2005). Does performance improve following multisource feedback? A theoretical model, meta-analysis, and review of empirical findings. Personnel Psychology, 58(1), 33–66.CrossRef

Tang, K. Y., Dai, G., & De Meuse, K. P. (2013). Assessing leadership derailment factors in 360 feedback: Differences across position levels and self-other agreement. Leadership and Organizational Development Journal, 34(4), 326–343.CrossRef

Ting, S., & Riddle, D. (2006). A framework for leadership development coaching. In S. Ting & P. Scisco (Eds.), The CCL handbook of coaching: A guide for the leader coach (pp. 34–62). San Francisco: Jossey-Bass.

van Woerkom, M., & Meyers, M. C. (2015). My strengths count! Human Resource Management, 54(1), 81–103.CrossRef

Titel: Feedback for Performance Development
verfasst von: Marie-Hélène Budworth
Sheryl Chummar
Verlag: Springer Berlin Heidelberg
Buch: Handbuch Schlüsselkonzepte im Coaching
Print ISBN: 978-3-662-49481-3

Electronic ISBN: 978-3-662-49483-7

Copyright-Jahr: 2018
DOI: https://doi.org/10.1007/978-3-662-49483-7_15

Springer Professional

Auszug

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Premium Partner