Feedback and Recognition, Essay Example

The nurturing of every living thing with the most appropriate ingredients in a timely manner is essential for a sustained level of improvement throughout its life. Similarly, regular positive feedback is essential for the improvement and development of a person within an organization. Lack of feedback encourages stagnation, reduces interest and makes life monotonous. Traditionally, feedback within organizations with permanent workers was practiced on an annual basis, more so in government organizations such as departments concerned with various facets of public life and the armed forces. Annual confidential reports set the course of an organization member’s progress throughout the career. Rewards and punishments stabilized the working within each department up to an optimum level which set the standards for total output and growth.

As long as the infrastructure of a business organization is limited, and comprises of a set of simple rules to be followed in order to meet predefined annual targets, the traditional system of feedback maybe alright. In such organizations, usually, everything is decided in advance and there is a sustained level of growth, meeting predefined targets.

The above does not hold true for organizations existing in the present era, which have become complex entities of technological innovation and expert resource and manpower utilization. Within the present competitive scenario, performance has to be watched and regulated with a keen eye throughout the existence and active running period of an organization in order to keep up with the competition. Any business activity in the present world scenario is no longer a monopoly of the privileged few and stiff competition allows similar organizations to crop up after the success of one, in any particular field of business.  Any lacuna, within or outside, however minor; can cause permanent damage to the successful running and overall performance of the organization. Regular and frequent feedback is therefore absolutely essential, not only for evaluation of inanimate resources, but also for the human force which forms the core of the organization. This is a necessity in modern organizational setup for nurturing talent and encouraging personnel to make their best contributions for progress from within.

Feedback actually means due recognition for positive performance and serves as an energy source to the worker. It is therefore designed in the form of feedback loops in modern industries which consistently churn out data, which in turn serves to motivate the concerned personnel within an organization (Younggren & Sikanas, 2000). Any loss of data or the removal of such feedback loops immediately translates into failures within the organization leading to subsequent losses. Success of an organization therefore requires constant monitoring and tracking of measurable indicators which are regularly collected, recorded and evaluated during the existence of the organization (Younggren & Sikanas, 2000).  When the workers are made aware of their performance in a repeated and consistent manner in the form of frequent feedback, they understand their roles better and make efforts to enhance the level of their performance. Lack of appreciation sometimes leads to disappointment for the worker who might have been putting in efforts for inculcating new ideas and plans aimed at increasing productivity, which in turn might be proving beneficial in the overall functioning of the organization, but escaping the eye of the immediate supervisor or manager. If such contributions are not acknowledged with simple words of encouragement or appreciation, they may dishearten and disillusion the worker, who may be forced to stop making such efforts or look for avenues in a competing organizations (Messer & Mires).

Modern human resource management techniques are directed towards achieving higher quality with the aid of latest techniques in order to stay ahead of the competition. Performance appraisal and merit pay issues are therefore needed to be altered substantially from the traditional design to a system more in tune with the present work scenario (Waite & Stites-Doe, 2000). Worker opinions in the banking industry have shown that newer concerted efforts on performance feedback combined with merit based pay and appropriate coaching, can serve to enhance the employees’ perception of what is appropriate in terms of fairness in pay structure and job satisfaction (Waite & Stites-Doe, 2000). Repeated and ongoing evaluations with immediate appreciation and rewards can boost productivity within the organization to a tremendous extent. Appreciation may not necessarily involve a financial reward, but can serve to morally stimulate a good worker by simple words of appreciation, if practiced frequently in a consistent manner by the management.

The worker needs feedback from the appropriate quarters regularly and the three primary motives for seeking feedback have been identified as instrumental, ego-based and image-based motives (Ashford et al, 2003). Instrumental feedback helps the worker in the form of information which they need in order to identify and meet their goals. This kind of feedback is usually sought in the initial stages when the worker is still orienting himself with the organization. When performance requirements have definite proportions and need imminent measures to achieve such goals, instrumental feedback assumes the greatest importance in comparison to the other two. Ego based motives for feedback involve self satisfaction on the part of the worker that he is being recognized for his role within the organization. A positive feedback enhances and strengthens the worker resolve to perform better, while a negative feedback might stimulate a corrective effort or hurt the worker’s psyche. Image based motives involve regular reinforcement of the psyche in a worker by confirming that their particular qualities are being appreciated in a continuous manner or not. The five key aspects associated with feedback seeking in employees include frequency of feedback, methods of searching feedback (such as observation, making comparisons or asking for it), timing of feedback, its target and topic (Ashford et al, 2003).

For the supervising staff, it is vital that they recognize the importance of feedback in the modern scenario and seek to redress any negative aspects that are associated with their work immediately. Early diagnosis of problems leads to an early cure which results in smooth application of remedying solutions without hurting the ego of an individual. Immediate appreciation and reward satisfies the ego as well motivates the rewarded as well as the companion workers to perform well in their capacities. Instead of an annual evaluation, the feedback program should entail a continuous ongoing activity in which the pros and cons are identified and tackled immediately on the discovery of any discrepancies. The calendar for feedback should therefore be designed in a manner so that weekly appraisals are possible at the individual level. As far as the production level or quality of product is concerned, they should be checked at ideal time intervals which take into consideration the time frames essential for completing such tasks. If this approach is followed, the overall functioning of the organization will improve as the workers will derive more satisfaction from timely feedback as well as psychological and financial appreciation.

References

Ashford S.J., Blatt R. & VandeWalle D. (2003). “Reflections on the Looking Glass: A Review of Research on Feedback-Seeking Behavior in Organizations”, Journal of Management Vol. 29(6), Pgs. 773–799

Messer R.F. & Mires L.A. (Undated), “Employee Recognition – A Cornerstone for Effective Firms”, online article accessed November 7, 2009 at: http://www.acec.org/CASE/case_pdf/2001_nov.pdf

Waite M.L. & Stites-Doe S. (2000). “Removing performance appraisal and merit pay in the name of quality an empirical study of employees’ reactions”, Journal of Quality Management, vol. 5, Pgs. 187-206

Younggren Lynnette & Sikanas Debra. (2000) “The Joy of recognition: designing and implementing a successful recognition program”, Publisher Baudville Inc., accessed online at: http://books.google.com/books?id=pKVG6zgu3LcC&dq=frequent+feedback+and+recognition&source=gbs_navlinks_s