As It Can Be Observed, Most (74%) Of The Upper-Middle Managers

It gives the opportunity to provide structured feedback and reflection and recognise ay achievements as well as identify any performance issues.

In reference to the analysis process the author states that the interview were recorded and transcribed verbatim. Moreover, the investigator validated the data through multiple interviews and evaluated it for stability, consistency and dependability. For the detailed analysis the author used content analysis and constant comparative techniques. In addition to that a committee of experts performed an external audit to resolve the differences in the analysis process.

Performance feedback session could be stressful time for employees as well, specially, if they don’t have previous experiences in performance management systems.

Data was collected in the health center, after the permission to conduct the study with the patient population of interest was secured from the administrator of the health center. Data was collected from January 5th, 2017 to March 5th, 2017. Patients in the waiting room were handed flyer invitation to participate by the researcher, who goes over the contents individually with prospective participants to determine eligibility for the study based on the criteria. The flyer explains the purpose of the study, the population of interest, including how to participate, and once a patient is eligible he or she is given a cover letter written in both English and Spanish that explains that participation is voluntary, and that submitting the survey amounts to giving a consent to participate in the study. The cover letter also explains that there are no benefits to the study, but the results will be posted in the health center where the patients were recruited. After reading the cover letter and agreeing to participant in the study, the patient is handed paper versions of both bilingual surveys along with writing instruments. When a participant is done and has submitted their completed surveys, he or she will be given a copy of correct responses to the DKQ-24 in both English and Spanish.

Heathfield, S. (2014). 360 Degree Feedback: The Good, The Bad, and The Ugly. Retrieved from:

The data was collected through the interview style. The data was then analyzed, and finally, interpretation of the information was given as a result of the thorough review.

Moreover, the article expresses how major companies such as Accenture, Adobe Systems Inc., Deloitte, IBM Corp., Microsoft Corp., have removed the traditional performance evaluation to grow to be the successful business they are today. One main reason is that performance is an ongoing process (Workforce News, 2016). In today’s job market, it is very important that employees can decide if they are productive to their company as well as noticing the areas where they can improve. This is where continuous feedback can allow them and change their mindset as it relates to their function and purpose within a company.

As stated by Peter F. Drucker, “Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.” Performance management is essential to achieving an organization 's mission statement and business goals, and also in attracting, retaining, and motivating qualified employees. There are many benefits and reasons why an organization should execute a performance management system. Performance appraisals establish the basis for qualifying, recognizing, and rewarding employee contributions. In this paper, I will discuss what performance management is, the problems with the current performance management system at my organization, how other organizations have succeeded in their performance management system and how I would advise management at my current organization to improve our performance management system.

In their article “Teaching the Art and Craft of giving and receiving feedback, Harms and Roebuck suggest that in every work environment, the process of giving and receiving feedback is very vital in addressing the performance of employees and managers. They claimed from their research that in view of the fact that there is no stipulated guideline in proving feedback, the use of a qualitative and quantitative form of feedback mechanism should be incorporated in daily learning by students. Harms and Roebuck suggest that emphasis should be placed on ensuring that feedback is a two-way communication (Krug, 1998, cited in Harms and Roebuck,

Different feedback strategys have been used as efficent tools in the promotion of progress and improvement in the professional world (Baker, A. Perrault D. Alain, R., 2013). De Janasz et al. (2014) explains some positive outcomes that result from shariying, asking and getting feedback from others in within a workplace; such as improving and reforcing employee relationships, enforcing a gainnful comunication, promoting teamwork, and increasing the performance of employees. Specificly De Janasz et al. (2014) develops the idea that providing constructive feedback, sustained by strong interpersonal communication skills, enables the individual recognize their strengths and wiknesses in a clear and non risky way, in order to look for the most accurate plan to improve, and obtain significant and necessary behavioral changes. Everyday Feedback as part of an organization strategy help employees feel confident about their possition and process inside the company, and promotes a clear path to achieve personal and organizational goals (Baker, A. Perrault D. Alain, R. (2013); citado en Levy and williams,

Performance Management Within the Workplace The basis of the mainstream of performance appraisals within the modern workplace is one person (a manager or executive) rating one more, an intrinsically individual process. There are distinction such as 360 degree appraisals that include the judgment of others such as clientele and peers/colleagues in the process but it is the action of one person transitory judgment upon another that is subjective in nature and the root cause of many of the problems encountered in the research associated with performance appraisals. Performance appraisals are of importance to the organisation, as they often provide the only measure of an individual's contribution and

360 degree feedback system as a performance evaluation tool as long as the understanding of its intent is understood. “There are three key steps in the successful implementation of 360 degree feedback systems in an organization. The three steps are that it must fit the organizations culture, make it psychometrically sound, and used with care” (“Best Practices”, 2012). It is also important to train the feedback providers to be sensitive, respectful and polite. Treating employees in a friendly and respectful manner and offering constructive advice will make them more open to accepting the performance

In a typical and effective process of performance management, as demonstrated in Figure 2.1, performance appraisal is not the only but a vital element because it is the activity which evaluate the outcome of the work, recognize the achievement and weaknesses and give employees and managers a straightforward result on these(Armstrong, 2009, Hutchinson, 2013). From a modern perspective, performance appraisal covers more areas not only on what have been achieved but also on the attitude and contribution of the operator (Hutchinson, 2013), which enhance the functions of identifying training needs.

In an article from the U.S. Office of Personnel Management [OPM] (n.d.) it stated that “without feedback, you 're walking blind, at best, you 'll accidentally reach your goal, and at worst, you will wander aimlessly through the dark, never reaching your destination.” Feedback is a critical element in a managers “toolbox” when evaluating employees. It gives an employee a view of how good or bad their previous performance was and what or if they need to improve in their performance. It also reduces

The execution performance management requires the participation of numerous players (Managers, supervisors, and subordinates). For the system to succeed and accepted, clear understanding about the system is needed for effective implementation. Supervision and explanation of performance appraisal system is very crucial element for performance. ‘‘Merely developing a model of the strategy does not ensure the strategy will be successful.’’ Othman (2008, p. 261). Clarifying goals and supervising regularly help to develop people, improve performance, and satisfaction. Therefore, Supervision and explanation is appropriate for all employees regardless of how well or poorly they perform.