Using Feedback to Motivate

What is a feedback?

Good Feedback Makes Excellence More Visible

Clarity of Feedback

Good intention

Level one: positive and negative feedback

Level two: Shift controlling feedback to in informative feedback

Level three: Co-designing feedback system

The Need for Imagination

Don’t have to be slave (phụ thuộc) to praise

 

 

 

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Topic 10 Using Feedback to Motivate Topics What is a feedback? Good Feedback Makes Excellence More Visible Clarity of Feedback Good intention Level one: positive and negative feedback Level two: Shift controlling feedback to in informative feedback Level three: Co-designing feedback system The Need for Imagination Don’t have to be slave (phụ thuộc) to praise What is a feedback? Feedback is the return of information about the result of employee’s activities in the light of improving the output of the underlying process. Good Feedback Makes Excellence More Visible Feedback helps improving performance so it contributes to learning. To fix result To help improving work process To confirm that work or result is successful Good Feedback Makes Excellence More Visible Negative feedback fix results. Negative feedback fix process that produced results Positive feedback confirm successful performance and encourage employee to continuously to use it. Examples: Clarity of Feedback Clearly link from what you do to the results you achieve Specific: indicating identifiable actions Accurate: No causing confusion Informative: How to do things better Controllable: Behavior employee can charge Exercise 7-2 Good intention Level one Level two Level three Level one Positive and Negative Feedback Positive feedback is acknowledgement of a job well done, or a contribution to the team “above and beyond the call of duty” Make employee interest in his job. Such intrinsic motivation brings high productivity. Level one Negative Feedback The case of salesman (p.122) Ralph feel bad start Wrong man for job Discouraged and motivation is falling Need balance of negative and positive feedback Level one- Sandwich Feedback Balance of negative and positive feedback: Firstly, indicate what they have done well at work. Next, give specific negative feedback and what employee need to do better . Finally, give them another bit of praise Level two- From controlling to informative feedback Waiting for manager’s feedback is the way of relying on manager’s judgment. Positive feedback is blue light and negative one is red light. Manager looks like a stop light manager (controlling). Need to change situation by informative feedback Level two- From controlling to informative feedback Shift controlling to informative feedback. Provide employee enough information to decide for themselves whether job is done well or poorly. When decision making shifted from manager to employee, it stimulates intrinsic motivation. Level two- From controlling to informative feedback Create a list of common errors- require employees to check it before submitting Introduce the practice of counting how many of each type of error are found and corrected in audits Ask employees to track the time it take them to write each report. Practice exercise 7-3 (p. 126) Level three- codesigning feedback system Feedback takes you out of the loop (Vòng luân chu) Option A: You review audit report before sending it to customers Option B: Employee use an audit review checklist to go over each other’s report and make correction. Manager just check them to make sure the system is working In option B: it is good for manager and intrinsically motivate employee because they can both conduct and control their job independently. Level three- codesigning feedback system A Feedback designing Process Provide good reason for pursuing it. For example, to improve student’s skill of communication, presentation in group is required in each unit. Think of the ways to make progress visible, measurable. Survey of satisfaction Asking Measure or graph Agree one or many methods and assign responsibilities for implementing them. Check the system periodically to make sure it is on target, working The Need for Imagination It is necessary to indicate employees how good service was. It relates to hold time, how long it takes for the employee transaction ,.. Don’t have to be slave (phụ thuộc) to praise It is no need for manager frequently to provide positive feedback. These prescription are flawed. They may hurt attitudes and performance. It is better to adjust the level of challenging According to Samuel Johnson “ Praises everybody praise nobody” Don’t have to be slave (phụ thuộc) to praise If you involve into employees’ daily activities to tell them how well they are doing, it make them depend on your praise, instead of conducting their duty independently. Further more, manager may provide inconsistent feedback because he/she can not observe exactly what employees do and it may a inappropriate praise. Summary Make sure feedback help employee to improve their performance It should pass clarity test with specific, accurate, informative and controllable. It is clever to balance feedback with positive and negative feedback to avoid hurting employee due to too much negative feedback. summary To avoid employees to much dependent on your judgment, manager should shift controlling position into informative providing. To motivate employee, manager should make them involved in designing feedback system, create the informative feedback that monitor their own work. No need to spend all time to provide frequent praise. Instead, you should manage performance through informative feedback system. 

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