An Employee Perspective –How Feedback Effort the Performance and Motivation at H&M

3416 WordsJul 20, 201114 Pages
An employee perspective –How Feedback effort the performance and motivation at H&M Abstract This assignment aims to tackle the defect of Job Feedback in H&M. Job Feedback is a very important communication element for employee’s performance and motivation improvement. However, H&M avoid Job Feedback like the plague, especially for Part-time Workers. It is because manager usually gives feedback in a dysfunctional way, for instance, to hurt employee feelings and destroy their self-confidence. Alternatively, others give or request feedback to influence how people see them. This error communication situation confuses employees’ performance and motivation. Moreover, let the job feedback become useless and destroy the employee relationship.…show more content…
In 2009, H&M’s sales including VAT amounted to SEK 119 billion, profit for the year was SEK 16.4 billion and the number of employees around 87,000. Target growth is 10-15 percent new stores every year. (H&M 2011) Literature Review • What is Feedback (Larson, 1984) Feedback is a dynamic process between source and recipient, is the source’s reactions and giving feedback affects he source as well as the recipient. For instance, supervisors say that they like subordinates to whom they give positive feedback and dislike subordinates to whom they give negative feedback. Also, giving feedback may increase the ease with which supervisors recall specifics about subordinates’ behavior. In addition, giving feedback may increase supervisors’ feeling of control over subordinates, especially if subordinates actually improve their performance. However, supervisors may perceive that they have less control over subordinates if the feedback is follow by declines in performance. • The Benefits of Feedback London, M. (2003) Research on feedback indicates a number of reasons why it is so important to enhance work outcomes. Feedback has a number of positive effects. Consider the following effects based on literature reviews by (Ilgen, Fusher, and Taylor 1979), (Larson 1984), (London 1988), and (Nadler 1979): Feedback
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