Feedback Dynamics Are Critical to Improving Performance Management Systems

Nitya Chawla, Allison S. Gabriel, Jason J. Dahling and Kajal Patel

Industrial and Organizational Psychology, 2016, vol. 9, issue 2, 260-266

Abstract: Colquitt, Murphy, and Ollander-Krane (Adler et al., 2016) argue that performance ratings are problematic in part because of the problems associated with feedback: Ratees dislike and dismiss performance feedback, raters are reluctant to provide tough feedback, and organizations do not enact research findings about improving feedback processes (Adler et al.). Discarding performance ratings on these grounds is effectively “throwing out the baby with the bath water,” given that we know quite a lot about how to improve the delivery and receptivity of feedback. Our commentary is intended to briefly illustrate ways to leverage research on feedback receptivity to improve performance management systems. Specifically, we focus on (a) cultivating supportive feedback environments, (b) integrating employee coaching into performance management systems, and (c) attending to the characteristics of feedback recipients to understand how they process feedback.

Date: 2016
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