A631.3.4.RB – Feedback and Goals
It
is understood that feedback and goals go hand-in-hand and depend on each other.
Nevertheless, each on their own make little to no benefit to the individuals
receiving it. In other words, “giving feedback on performance without having
previously set goals does not lead to improved performance” (Brown, 2011, 321).
Interestingly, Donald R. Brown (2011) also made suggestions about the existence
of generational differences in the amount of feedback desired by employees. I
have two hypothesis about Brown’s contention; the first one is why would the
older generations prefer to have less feedback. I believe the reason is because
before, employees used to have more work ethic and were more respectful to
their superiors. Therefore, employees were more focused on doing and presenting
good job through excellent performance. Hence, the older generations are not
comfortable with being approached with constant feedback, as they may feel
micro-managed.
On
the other hand, the Gen Y (those born after 1980), with time, they have gotten
used to technology and having quick access to anything with short waiting time.
With that in mind, our generation, and I say that because I come from this Gen
Y, has grown to be less patient and demanding answers as time is at the
essence. This generation wants to dominate the world, for lack of a better
word, and feedback helps them achieve it. However, that does not mean that the
previous generation is not any better. On the contrary, our generation lacks
the tenacity and commitment that older generations used to come from. An
old-fashion father raised me, and I can attest, working for an organization is
nothing like it used to be before. Today, we conform ourselves with having a
“feedback zone” where employees are advised of their performance via a survey.
I am not sure about you, but I really appreciate the warmth of a voice telling
me where I am failing and where I need to correct my performance.
Needless
to say, having monthly surveys is not all that bad of an idea. Unfortunately, I
am not the kind of person that sees black or white, but sees all shapes of
grays. Normally, people are only approached for feedback on their performance
during the time they are about to receive an increase in salary according to
how well they have done. So, imagine not having to wait until your employers
call you in to let you know you are only getting have of a raise because you
did not performed accordingly? The surveys would save people a significant loss
in the long run. Anna M. Cianci, John M. Schaubroeck, and Gary A. McGill,
suggested that, “the valence of competence feedback (negative vs. positive) has
different effects on task performance and associated motivational antecedents
depending on whether the individual is pursuing a performance goal in which
competence is defined in absolute (or socially comparative) terms or a learning
goal in which competence is defined in intrapersonal terms” (2010, para. 4).
Working
as a Podiatry Medical Assistant, you are constantly called in for feedback.
Although I love the medicine world, and I aspire to be a doctor one day; I have
learned that doctors are very demanding and also perfectionists. I do not
believe is a bad skill but they do want their M.A. performing above average. Nonetheless,
I do not minded, as I feel I learn more and in the end, my performance can be
evaluated according to what they have thought me. One good example is, the
doctors or manager at the practice I work for, check on everyone way of doing a
foot cast, and then provide feedback on better ways to achieve better results. “Because
leadership competence is so consequential, it is important to understand which
behaviors are most strongly associated with leader effectiveness” (Zimmerman
et. al., 2008, para. 2).
With
time, I have realized that since I do have specific goals I would like to
achieve, such as going to Medical School and become a doctor; Doctors and the
practice managers tend to provide more feedback and they are more rigorous with
me to learn more. I am always being called into the room to listen to the
doctors explain a disease to a patient or to be explained how to read an x-ray
or ultrasound. Therefore, their feedbacks have definitely improved my overall
performance to the fullest. These feedbacks have made me more confident and
passionate about what I do. When patients have questions, the majority of the
times I can accurately answer their questions without hesitation. I believe
this has led me to demonstrate higher performance in my end and provided me
with the benefits of having creditable sources and a reputation of being a
quick learner. With that been said, the only drawback I can consider is the
fact that doctors demand a lot more work from me but more work means job
security and I feel completely comfortable with that.
After
reflecting about this topic, the implication is that feedback is an excellent
source that could lead to success in an organization. Nevertheless, feedback on
its own means nothing. First, you need to know if that person knows there is a
specific goal set. Then, another point to take into consideration is how does
the other person take feedback. Some take feedback as a great lesson and others
will banished and take feedback as criticism. To conclude, feedback sound
always be approached accordingly with the organization’s standards.
References
Brown, D. R. (2011). An experiential
approach to organization development (8th edition.). Upper Saddle River,
NJ: Prentice Hall.
Cianci, A. M., Schaubroeck, J. M.,
& McGill, G. A. (2010). Achievement
goals, feedback, and task performance (Vol. 23, Issue 2). Human Performance
Journal. Retrieved from http://dx.doi.org/10.1080/08959281003621687
Zimmerman, R. D., Mount, M. K. and
Goff III, M. (2008), Multisource Feedback and Leaders' Goal Performance:
Moderating effects of rating purpose, rater perspective, and performance
dimension. International Journal of Selection and Assessment, 16: 121–133.
doi: 10.1111/j.1468-2389.2008.00417.x
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