The purpose of this assignment is to demonstrate your ability to…

BailiffIbex3206 The purpose of this assignment is to demonstrate your ability to…The purpose of this assignment is to demonstrate your ability to critically analyze speech delivery and apply some of the terms (at least 6 highlighted in bold per person) that you have learned during the semester.   Make a review of each one.1 Do you feel more confident and motivated when you receive regular and meaningful feedback on your performance in the workplace? I can tell you that I’ve been on both sides of that fence. I have been the employee receiving the feedback, and I’ve also been the manager delivering the feedback. And I can tell you from my own experience that it can be an uncomfortable situation for all parties involved. I also believe that is why it is not used more widely as a tool to improve performance in the workplace today. I mean, think about it. When you had your last annual evaluation or had feedback of any sort, did it give you the warm and fuzzies? I’m hopeful that I’m able to convey that performance feedback, whether positive or negative, should not be overlooked as an essential part of a successful or motivated workforce. I want to be able to impress two things upon you today as we talk about the importance of feedback in the workplace. First, as difficult as it may be, there are benefits of performance feedback, both to the employee and to the company. Second, the content and the delivery of the performance feedback makes all the difference in how it is. First, let’s talk about why performance feedback can be such an uncomfortable situation. Nobody likes to be criticized, and no one enjoys being critical of others work, especially when the feedback that you have to give is less than favorable. In February of 2004, Sherry Moss, Juan Sanchez, and William Heisler wrote an article that appeared in The Academy of Management Executive regarding the management style of some managers. They noted that managers with an overly supportive style have a difficult time giving negative feedback to their employees. Where on the other end of the spectrum, you have other managers that are intolerant of failure and react harshly to poor performers that are seeking feedback. This can cause employees to stop asking for feedback or to even avoid discussing performance altogether with their managers. It should never be this way. Performance evaluation should be an opportunity to praise accomplishments, discuss where performance can improve and work together on a path to reach goals. The goals should always be to motivate the employee, and never to make them feel inferior or unimportant. There are dangers in avoiding feedback. In my experience, when constructive feedback is avoided, the employee continues to demonstrate the same behaviors and actions falsely believing that they are performing adequately. There are ways of delivering constructive feedback that can motivate employees to do better. One very common way of delivering constructive feedback is to deliver the negative feedback in between two pieces of positive feedback. It is commonly referred to in the workplace as a feedback sandwich. My thoughts and management style is more in line with the style written in 2019 by Cynthia Emery and an article found in the National Library of Medicine database. Emery asserts that instead of trying to fold the negative comment into the sandwich, use independent opportunities to give genuinely positive feedback for a job well done. He notes that in doing this, you will be more likely to gain the trust of the employee. And when you need to offer negative back to them, they’ll be more receptive knowing that it’s coming from an honest place. And they’ll be more receptive to your direct suggestions. Setting goals is one way to keep your employees focused and driven. Sometimes they are monetary rewards for reaching goals, other times they are not. But a lot of times just reaching the goal is reward enough for the employee. When setting goals for the employees, it’s important to remember that the goals must be meaningful, they must be attainable. They need to be relevant. And you need to meet with them regularly to discuss their progress on the goals. Do not set goals that are too high for your employee to reach. Failure on the employee’s part is harmful to them emotionally. It also indicates that the manager did not put enough thought into setting up the goals for the individual, nor did they coach them well enough on reaching the goals. Jessica Hoffner and Nina Keith wrote an article in 2021 that appeared in Frontiers of Psychology. And it stated that establishing specific and challenging goals is a well known management technique that enhance performance and motivation. Additionally, when a manager chooses not to give constructive feedback, their teams notice coworkers see the less than satisfactory performance that is being given by their peers. They see that it’s not being addressed and they in turn, lower their level of performance because why not? If you’re not addressing the performance inadequacies of their coworkers, you’re not going to address it with them. And why should they work any harder? To be a little cliche, the manager has let that one bad apple spoil the bunch and by not addressing that bad behavior, you’re essentially condoning it. And it is no motivation for the other employees to do better. The bottom line here is the managers need to move beyond their discomfort and deliver the feedback necessary for the success of their team. Providing constructive criticism is essential for a strong team whose employees can rely on their manager to be honest and supportive. I’ve given examples of why performance feedback should be given. Next, I want to address how feedback can be delivered to be the most effective. Effective feedback is dependent upon the communication skills of the manager. Feedback should be direct and it should be actionable. And what I mean by this is that it should not be vague. For example, instead of saying Mary, you need to be quicker on getting your job done, leaving Mary feeling confused and inadequate. Try stating it this way, Mary. I would like to see you increase your hourly output by ten pieces per hour. They later gives Mary a goal that she can strive to meet. Coaching her along the way should help her meet her goal. Supporting Mary shows her that you value her and it increases her self confidence. Mary is motivated to perform better and the company will benefit from her increased productivity. Goals should be discussed often as they may need to change, as the business climate changes. Always remember when reviewing the goals that specific examples are cited of the employee’s work that shows where they have met the goal. Also, when the employee is not succeeding in their goal, you should meet with them to help figure out why I trust. Now that you’re able to see the value in giving employees their regular and meaningful performance feedback, a worker that receives feedback is a more confident and motivated worker. I’m hopeful that when you have direct reports, you will have open, honest discussions with them on their performance, whether it’s good or bad. Give them feedback that guides them to meeting their goals and is delivered in such a way that inspires them to perform their best. I will close with some insight from author Marty Green from her 2013 book, Painless Performance Conversations, A practical approach to critical day to day workplace Discussions. Where she states painful conversations become painless when conversations focused on helping the employee be successful in your organization. We all want to be successful, and that requires feedback. Arts & HumanitiesEnglish