Performance Feedback Culture: The Key to Performance Management Effectiveness
The performance feedback culture of the organization is what really determines whether managers feel compelled to provide high quality feedback to subordinates. The vast majority of management attention, and the vast majority of academic research, has focused in the wrong places.
Performance feedback has been all about technique: the rating scale, the frequency of feedback, the number of raters, the rating form, etc. This is rearranging the deck chairs on the Titanic. Better feedback techniques have positive, but limited, effects on performance. We believe that culture is much more important than technique.
Companies with a strong performance feedback culture can succeed even if their performance management techniques are primitive. Conversely, the most sophisticated process will fail if it does not create a solid performance dialogue between managers and employees; managers will take the easy way out and avoid hard conversations.
The presentation discusses steps companies can take to create a strong, effective performance feedback culture. The presentation concludes with an outline of a major CEO research project on performance feedback culture that addresses these issues.
Dr. Ledford is a nationally recognized authority on aligning human capital practices to business strategy. His areas of focus include compensation and total rewards, employee engagement and involvement, talent management, the design of work, and large-scale organizational change. He recently has focused on the implications of new HR information technology for organizational effectiveness and the HR role.