Feedforward Interview Paper

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

Performance appraisal is a method which is increasingly used to evaluate employees to determine the degree to which they are performing effectively and encourage them to direct their energies towards organizational performance. Although the appraisal is being practiced, there are criticisms made against the system which generally arise from within the Orthodox and radical management frame work.

This interview is part of the disciplinary proceedings of the employer or is part of the employer's procedures to determine whether the discipline will be enforced. The purpose of this interview is to investigate the employee’s performance, where discipline, grading or other negative consequences on employee status or employee working conditions are a possible outcome. Also, the purpose of the interview is to draw the facts from the employee to support possible disciplinary actions that are being considered or to obtain the acceptance of misconduct or other evidence to support a disciplinary decision previously

(iii) Interviews can be more personal way to getting more out of the respondent and get the true story behind someone’s experience. This method could be used in the workplace to measure productivity.

Being able to use Interview Stream has been a very useful and helpful experience. It was very helpful to be able to view myself and my responses from a different side and perspective. Having this tool allows us to practice interviewing in a realistic setting. In my life, I’ve only had two professional interviews, one for a job at Dillard’s and one for nursing school. Although I had positive experiences in both instances, I think that preparing more would have been helpful in these situations. Having a tool like Interview Stream let me practice common interview questions in a comfortable environment.

Face-to-face interviews will be interview guide approach where there will be an outline of topics and issues that the interviewer will cover with the participant (Babbie &Rubin, 1993). Having an outline it allows the researcher to compare responses between participants and it reduces the interviewer biases (Babbie & Rubin, 1993). An outline is constructed where it will guide the researcher with the participant from one concern to another but in a conversational approach (Babbie & Rubin, 1993). Moreover, a study without any set structure the researcher and participant can get side tracked and not answer the questions needed for the study research. The length of the interview will be approximately thirty minutes, but there will be no time restriction. The information will be recorded similar to a focus group, with a recording device and notes occasionally. Before analyzing the data, the researcher will examine his or her “own thoughts and feelings” because it’s a crucial process in understanding the participants (Babbie & Rubin, 1993, p.

159). The evaluation process provides employees the opportunity to give a self-appraisal. Through these appraisals, an employee could justify a salary increase. It is also the time to discuss future plans, goals, aspirations, and career growth. Together with Laura, an employee would decide on goals and objectives for the next review period (Southwell, 2015, Unit 4). In the article “A Discourse Analytical Perspective on the Professionalization of the Performance Appraisal Interview,” the authors discuss how performance appraisal interviews between managers and their employees can resemble a therapy or counseling session (Van De Mieroop & Vrolix, 2014, p. 160). “Performance appraisal, in general, and performance appraisal interviews, in particular, were once rather basic communication processes, but nowadays institutions and organizations increasingly invest resources in them and this results in a growing professionalization of this genre” (Van De Mieroop & Vrolix, 2014, p.

I also learned that interviewing can be a powerful tool. It is imperative to include as many perspectives as possible in order to successfully change an organization. These interviews provide individual insight as to the current state of the establishment, as well as provides many possible solutions to common problems. Through interviewing we were able to note common trends in information to provide a more complete solution to the overall problem.

Cook, S., & Macaulay, S. (2007). How an integrated approach to performance appraisal and the

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 appraisals can enhance employee performance as well as advance the mission and goals of an organization. There are many advantages of performance appraisals if they are applied fairly, consistently and objectively. Performance appraisals not applied fairly can be counterproductive and even destructive to

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.

As stated by (Reddy, 2016) and (Hughes, 2015), some of the advantages of interviews are that interview methods are more personal in nature and great for creating quantitative data. It is very simple and less costly than other process of communication. Interview method is possible to reach a large number of people at the same time. Any interview increases the knowledge of both the interviewer and interviewee because they can change their views and ideas. Unstructured interview questions can be finished more flexible and adaptive depending on the

Interviews are an excellent means of getting information from a respondent while ensuring a level of confidence in the responses received. There is also opportunity to obtain additional information through discussions which would potentially help identify avenues for further consideration in the research or details that could provide value and credibility to a research or even potentially result or help in further studies. One of the potential weaknesses of interviews include the possibility of diverging too far from the research topic. Co-location is a blocker for face to face interview, but this can be mitigated by use of technology like video conferencing. There is also a huge dependency on the time a respondent can provide the researcher and this would need additional effort to arrange a location and time that is convenient for both the researcher and respondent. Interviews also have a fair share of problems such as the style of the interview (structured, semi-structured, unstructured),

It is widely recognised in Business that the people are a valuable asset within an Organisation. If employees are not performing at an effective level, then an Organisation’s survival is at risk (Huczynski & Buchanan, 2013). It is a key responsibility for managers to ensure that performance levels keep improving (Aguinis, Joo, & Gottfredson, 2011). As a result, interventions such as performance appraisal (PA) are used to align individual, team and organisational goals. Appraisal has been a hot topic of discussion over the decades with research concluding that performance appraisal does not always lead to improved performance (Smither, Reilly & London, 2005; DeNisi & Kluger, 2000; Jawahar, 2010; Steelman & Rutkowski, 2004). Feedback is postulated to be moderator of performance (Kluger & DeNisi, 1996, DeNisi & Kluger, 2000). This phase of PA is used to establish goals to increase performance, engagement and job satisfaction (Aguinis, 2009). However, research suggests that feedback can have the opposite effect (Kluger & DeNisi, 2000; Steel & Rutkowski, 2004). However, most of the research mentioned above focuses on weakness-based performance appraisal (WBPA). This theory focuses on where an employee is underachieving and setting goals around these areas as a means of improving behaviour (Steelman & Rutkoski, 2004). More recently, a strengths-based performance appraisal (SBPA) to appraisal has been developed (Kluger & Bouskila-Yam, 2011). This approach focuses on intensifying