Performance Feedback 1
Performance Feedback in the Workplace
Titus Jones
6 Jun 2011
HRD324 PB – Performance Management
Southwestern College Professional Studies
Performance Feedback 2
TABLE OF CONTENTS
ABSTRACT
PAGE▪3
INTRODUCTION
PAGE▪4
THE PERFORMANCE APRAISAL
PAGE▪5
FEEDBACK IN PERFORMANCE MANAGEMENT
PAGE▪5
FEEDBACK IN THE UNITED STATES AIR FORCE (USAF)
PAGE▪6
HRD 324 LITERATURE
PAGE▪7
PERSONAL VIEWS
PAGE▪8
CONCLUSION
PAGE▪9
BIBLIOGRAPHY
PAGE▪10
Performance Feedback 3
Abstract
This paper will discuss Performance Feedback as a process in the work center. A definition of
feedback will be given, and then we will look at the alternative Performance Appraisal system
and its shortcomings. There will be an explanation of the performance feedback process used in
the United States Air Force which will be compared to the process from course literature and
followed by a personal opinion on both systems. So what exactly is feedback?
Performance Feedback 4
Performance Feedback
Feedback is defined as “The transmission of evaluative or corrective information
about an action, event, or process to the original or controlling source” (Merriam-Webster,
2012) As an avionics troop I deal with feedback in machines also; A synchro which are
responsible for moving aircraft flight control surfaces sends a feedback signal to the controlling
processor letting them know exactly where it is positioned in relation to its required position. The
processor then evaluates this signal and moves the surface as required. This is similar to
performance feedback. A supervisor or manager provides their subordinate with feedback on
their performance. This in turn gives the worker the information or opportunity to correct or
improve behaviors to bring them in line with work place requirements. This process is a very
important one as “learning requires specific information about how your behavior is
affecting the environment” (Daniels, 2000) which make performance feedback an integral part
of performance management. You cannot manage or improve performance without providing
your work force feedback; it is the key to your employees knowing how they are performing.
Performance feedback as a process of performance management should not be confused with the
performance appraisal system however.
Performance Feedback 5
The Performance Appraisal
In Performance Appraisals Don’t Work-What Does,(Heathfield, 2007) the author states
that every method of assessing performance has positive and negative characteristics, but they
also all have characteristics in common. Heathfield(2007) then goes on to speak of the
conventional performance appraisal process where a manger or supervisor sits down to write
their opinion of a subordinate on whatever document the companies human resource department
provides. This sounds very in line with what we do in the military in regards to our Enlisted
Performance Reports (EPR). Heathfield (2007) explains that the form usually consists of a
numeric ranking system which rarely has clear parameters for awarding specific rankings.
Heathfield (2007) then goes on to explain that this is usually an awkward and painful process for
the manager. At times they may be asked to justify their opinions to the staff member when
asked; which may consequently deter managers from giving honest feedback during this process.
Also disagreement on contribution and performance between manger and staff member creates
negative conflict. This system “is harmful to employee performance development, damages
workplace trust, undermines workplace harmony, and fails to encourage the best performance
from employees.” (Heathfield, 2007, p. 8) Heathfield then introduces the performance
management system, a “process of creating a work environment or setting in which people are
enabled to perform to the best of their abilities.” (Heathfield, 2007, p. 8)
Feedback in a Performance Management System
Feedback in a performance appraisal system can been seen as ineffective due to the time
between feedbacks and the fact that the feedback is long after the behaviors that it may cover. In
Performance Feedback 6
a performance management system feedback is an integral part of the success of the system.
(Heathfield, 2007) In this system some of the traditional factors are however lost while adding
others. Components eliminated include:

Numeric ratings

Forced employee ranking

Imposed goals

The need for the manager to be a judge

Annual meetings

Tie between the appraisal and pay raises.
Instead a performance management system feedback adds;

Schedule updates and quarterly meetings with employees

Interactive performance development planning meetings

Agreed upon goals for both business and employee development

Separation of performance development from employee compensation
(Heathfield, 2007) These differences serve to remove the negative focus of a traditional feedback
and to give the employee adequate feedback while allowing them input on their development.
This process also removes the subjectivity of the feedback, taking away the need for the manager
to judge their employee, which can end up biased for one of many reasons.
Feedback in the USAF
In the USAF performance feedback is defined as “a private, formal communication tool a
rater uses to tell a ratee what is expected in regards to duty performance, and how well the ratee
Performance Feedback 7
is meeting expectations” (USAF, 2011, p. 246) An initial feedback session is required within 60
days of the start of initial supervision to explain the raters expectations to the ratee after which
there is a midterm feedback and an annual performance report. These are mandatory, however a
rater or ratee can be held if deemed necessary by either party. (USAF, 2011) While this system is
not simply an annual appraisal it does not follow the performance management system either.
Annual Enlisted Performance Reports (EPR’s) contain employee ratings which are on a scale of
one through five, with an overall score for the reporting period placed at the end of the report.
This grading while not tied to annual pay raises is part of your Weighted Airman Promotion
System (WAPS) score. As a result this leads to inflation of the rating system. As mentioned in
Performance Appraisals Don’t Work-What Does (Heathfield, 2007) supervisors are reluctant to
give lower ratings as it creates tension between supervisor and subordinate, and affects the
subordinate’s promotion chances. Despite revisions to this system, it seems that this is a
reoccurring problem inherent to this type of performance evaluation. Perhaps there is a better
method available.
HRD 324 LITERATURE
The textbook definition of feedback is “information about performance that allows an
individual to adjust his or her performance.” (Daniels, Bringing Out the Best in People, 2000, p.
101) This shows the person receiving it where their performance is in relation to previous
performance and whatever goal is set for them. This is why feedback deficiencies are a huge
contributor to many problems involving low performance. This process is so effective that
improvements from 20 to 600 percent have been yielded. (Daniels, 2000) The problem with
companies is that they don’t provide enough feedback, or what they think is feedback is simply
information which is of no value. (Daniels & Daniels, 2006, p. 171) According to Daniels &
Performance Feedback 8
Daniels (2006) feedback comes in mainly two forms in the workplace; seeing and hearing. But
even with this feedback it does not guarantee an improvement in performance. (Daniels &
Daniels, 2006, pp. 174-175) This is due to the fact that feedback is an antecedent. During HRD
324 we learned that an antecedent is what comes before a behavior, what follows this behavior is
the consequence. Feedback is an antecedent; it lets an employee know where they are in relation
to what is expected of them. Antecedents are precursors to behavior; by following wanted
behaviors with positive reinforcement we can take our opportunities for positive reinforcement
as the consequence and turn them into positive events leading employees to sustain the behaviors
we as managers are looking for. I believe that is the power of performance management.
Personal Views
All of our senses provide feedback to our brain which processes a plethora of different
signals in a single day; this in turn is the basis for who we become and what we learn. Without
feedback we would never learn a thing. Performance feedback as a process of performance
management is an ongoing cycle of receiving feedback, generating behaviors and receiving
consequences in order to distinguish what is and is not warranted in the work environment. By
using our opportunities for in depth and informative feedback we can grow our employees.
When we then couple it with the power of positive reinforcement we can create a satisfied group
of employees and on the job productivity and efficiency increase. (Gross, 1999) With these new
happier, more efficient employees we are able to tap in to the discretionary effort each individual
employee has inside; this is the only way to maximize workplace performance. (Daniels,
Bringing Out the Best in People, 2000, p. 28) This process seems to be a win win situation for
both the employer and the employees. The employees get a positive working environment to
thrive in where they can strive to perform at their best; the employer gets improved performance
Performance Feedback 9
and efficiency which in the end affect the financial bottom line of the company. This is a far cry
from the system of annual performance evaluations linked to bonuses or pay reviews where
performance only spikes towards the closing period. I believe that this is a system that the USAF
could benefit from; Instead of the current inflated rating system a system of performance
management style feedback would stand to build productivity and energize a work force that is
being to ask more and more with less every day. While there is a need for structure and
organization in the military, improved morale and positive reinforcement could stand to benefit
the military by improving both overall efficiency and productivity. However it all starts with
good feedback.
Conclusion
Though there are many different forms of providing your employees with feedback,
many do not produce the results that can be found by using a performance management system.
While many firms think that negative reinforcement works, positive reinforcement holds the key
to unlocking the hidden potential in each and every employee. This can foster a work
environment that everyone can be satisfied in and wants to work in. Every process has a
beginning and while feedback may often be thought of as the end of the process it is the
beginning to learning and effecting changes in behavior that benefit the whole team.
Performance Feedback 10
Bibliography
Daniels, A. C. (2000). Bringing Out the Best in People. New York: McGraw-Hill.
Daniels, A. C., & Daniels, J. E. (2006). Performance Management. Atlanta: Performance Management
Publications.
Gross, K. M. (1999, Feb). Positive Reinforcement. Executive Excellence, 12.
Heathfield, S. (2007). Performance Appraisals Don't Work-What Does? Journal For Quality &
Participation, 6-9.
Merriam-Webster. (2012, June 4). m-w.com. Retrieved from Merriam-Webster Dictionary:
http://www.merriam-webster.com/dictionary/feedback?show=0&t=1339043531
USAF. (2011). Air Force Pamphlet 36-2241: Professional Development Guide. Texas: Headquarters Air
Force Personnel Center.: Department of the Air Force.