Possible Stakeholders in Performance Feedback Report (Assessment)

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Introduction

The performance feedback approach is a more inclusive and multi-faceted method of corporate evaluation of worker performance compared to the performance appraisal one. It denies the previous hierarchical structure in assessment, the critical significance of the past period, and formality and force as the basis of relationships (Mello, 2019). The core principles of the performance feedback model are cooperation, collegiality, equal communication, and reciprocity (Mello, 2019). It is a more embracing assessment framework that, by design, encourages its conductors to include more stakeholders directly related to the business entity than the standard duo of employees and supervisors.

Discussion

Since performance feedback is more of a dialogue than a report, the number of stakeholders should not be limited to only the two types of actors mentioned above. Peers should also be another category included in the performance management system under discussion. Mello (2019) claims that the thoughts and responses of the least biased ones greatly help the entire corporate team in terms of professional development.

Subordinates are also a group of workers whose opinions can improve the impact and objectivity of performance feedback. Their insights allow one to identify fundamental and influencing patterns of the workplace culture, high-performing employees, and potential leaders (Mello, 2019). Employees as active actors within the evaluation process can provide organizational information about staff productivity and culture that cannot be seen from the perspectives of management and executives (Mello, 2019). Another advantage of the performance feedback model is that it allows you to incorporate an external viewpoint, namely the customers’ one (Mello, 2019). Their perspective is less than others affected by internal biased influences existing within the firm, so their judgment contributes significantly to ensuring fair rewards.

Necessary Training Types

Performance feedback aims to develop professional qualities in assessed persons associated with active participation, self-development, cooperation, and openness of mind. Appropriate types of training for the upcoming transition should contain similar core principles. Among the traditional ones, coaching fits best because “the process of coaching happens through conversation,” which is the fundamental mechanism in this performance management system (What is coaching? n.d., para. 2). It would allow peers, subordinates, and employees to develop such critical qualities for effective assessment as “questioning, active listening, observation and reflecting” (What is coaching? n.d., para. 4). Role-play is another training technique that would provide a quick and effective cultural transition. According to experts, “this type of training can create a safe environment for employees to build confidence in their abilities to succeed in their jobs” (Indeed Editorial Team, 2021, para. 1). During role-playing, previously passive actors within the evaluation process would be able to safely adapt to being an active participant and learn to develop more professional and objective critical reasoning.

Conclusion

As noted above, the essence of the future cultural change in the firm is to turn the passive side of the former performance appraisal model into the active one. It means that the transition must start from the bottom, namely the workers, and a bottom-up approach would be the most appropriate strategy here. Moreover, most of the fundamental values of performance feedback and the qualities that it aims to improve in employees are related to workplace autonomy. Therefore, its promotion of staff would be the primary method of influencing the necessary transition in performance management. Managers who develop and encourage workplace autonomy in their work teams receive increased trust and engagement (Wooll, 2021). These make the process of any corporate cultural shift much faster and more productive.

References

Indeed Editorial Team. (2021).. Indeed.

Mello, J. A. (2019). Strategic human resource management (5th ed.). Cengage.

(n.d.). Life Coach Directory.

Wooll, M. (2021).. BetterUp.

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IvyPanda. (2023, July 25). Possible Stakeholders in Performance Feedback. https://ivypanda.com/essays/possible-stakeholders-in-performance-feedback/

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"Possible Stakeholders in Performance Feedback." IvyPanda, 25 July 2023, ivypanda.com/essays/possible-stakeholders-in-performance-feedback/.

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IvyPanda. (2023) 'Possible Stakeholders in Performance Feedback'. 25 July.

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IvyPanda. 2023. "Possible Stakeholders in Performance Feedback." July 25, 2023. https://ivypanda.com/essays/possible-stakeholders-in-performance-feedback/.

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IvyPanda. "Possible Stakeholders in Performance Feedback." July 25, 2023. https://ivypanda.com/essays/possible-stakeholders-in-performance-feedback/.

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