Journals / Türk Psikoloji Dergisi / 2007 / Cilt: 22 - Sayı: 60

A Comparison of Written Feedback and Written Plus Verbal Feedback Methods in Performance Management

Performans Yönetiminde Yazılı Geribildirim ve Yazılı Artı Sözlü Geribildirim Yöntemlerinin Karşılaştırılması

Pages
71–90
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

Results indicated that the supervisors who had given written plus verbal feedback found the feedback process more effective and were more satisfied with it than the supervisors in the written feedback condition.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:The purpose of this study was to examine the effects of two different modes of feedback on the reactions of supervisors (raters) and subordinates (ratees) and also on the performance of the subordinates.
📊
Key Findings & Data:Using a quasiexperimental design, 77 supervisors giving feedback and 71 subordinates receiving feedback participated in the study.
💡
Conclusion & Impact:Results indicated that the supervisors who had given written plus verbal feedback found the feedback process more effective and were more satisfied with it than the supervisors in the written feedback condition.
🔬Design:Research Article
📍Scope:Comprehensive Sample
⚙️Variables:Domain Parameters

Abstract

The purpose of this study was to examine the effects of two different modes of feedback on the reactions of supervisors (raters) and subordinates (ratees) and also on the performance of the subordinates. Using a quasiexperimental design, 77 supervisors giving feedback and 71 subordinates receiving feedback participated in the study. Supervisors were assigned to either Written Plus Verbal Feedback Condition or Verbal Feedback Condition. After receiving a general performance appraisal training and a feedback training (i.e., written plus verbal or written only feedback training), supervisors in each condition gave feedback to their subordinates consistent with their training. Performance of the subordinates was measured both before and two months after the feedback. Results indicated that the supervisors who had given written plus verbal feedback found the feedback process more effective and were more satisfied with it than the supervisors in the written feedback condition. However, neither the reactions nor the job performance of the subordinates in the two feedback conditions differed significantly from each other. Despite the lack of a significant difference, subordinates in both conditions reported favorable reactions toward the feedback.

Özet

Bu çalışmanın amacı, bir kamu kuruluşunda, iki farklı performans geribildirimi verme yönteminin (yazılı geribildirim ve yazılı artı sözlü geribildirim), geribildirimi veren (değerlendiren) ve alan (değerlendirilen) çalışanlar tarafından nasıl algılandığını ve çalışan performansı üzerindeki etkilerini incelemektir. Yarı deneysel desenin kullanıldığı araştırmaya, geribildirim veren 77 amir ve geribildirim alan 71 ast katılmıştır. Amirler ya Yazılı Artı Sözlü Geribildirim Koşulunda ya da Yazılı Geribildirim Koşulunda yer almışlardır. Performans değerlendirme ve geribildirim eğitimlerinden (yazılı geribildirim eğitimi ya da yazılı artı sözlü geribildirim eğitimi) sonra, her iki koşuldaki amirler, aldıkları eğitimlerle tutarlı olarak astlarına performans geribildiriminde bulunmuşlardır. Astların performansı hem geribildirim öncesinde hem de verilen geribildirimden iki ay sonra değerlendirilmiştir. Çalışma sonunda, astlarına yazılı artı sözlü geribildirim veren amirlerin, sadece yazılı geribildirim veren amirlere göre verdikleri geribildirimi daha yararlı buldukları ve geribildirimden daha fazla memnun kaldıkları tespit edilmiştir. Bununla beraber, iki geribildirim koşulundaki astların geribildirimin yararlılığına ilişkin algıları, geribildirimden memnuniyet dereceleri ve iş performanslarındaki iyileşme açısından anlamlı farklılıklar göstermedikleri saptanmıştır. Geribildirim koşulları arasında fark bulunmamasına karşın, her iki koşuldaki astların performans geribildirimini olumlu/ yararlı algıladıkları tespit edilmiştir.

🔖

Cite This Article

ERDEMLİ, Ç., SÜMER, H. C., BİLGİÇ, R. (2007). A Comparison of Written Feedback and Written Plus Verbal Feedback Methods in Performance Management. Türk Psikoloji Dergisi, Cilt: 22 - Sayı: 60, 71–90. https://ajindex.com/articles/357617

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (13)

  1. Alliger, G. M., Tannenbaum, S. I., Bennett, W., Traver, H. ve Shotland, A.(1997). A meta analysis of the relations among training criteria. Personnel Psychology, 50, 341-358.
  2. Antonioni, D. (1995). Problems associated with implementation of an effective upward appraisal feedback process: An experimental field study. Human Resource Development Quarterly, 6(2), 175-171.
  3. Antonioni, D. (1996). Designing an effective 360-degree appraisal feedback process. Organizational Dynamics, 25, 24-38.
  4. Atwater, L., Roush, P. ve Fischthal, A. (1995). The influence of upward feedback on self- and follower ratings of leadership. Personnel Psychology, 48, 35-59.
  5. Atwater, L. E., Waldman, D. A., Atwater, D. ve Carrier, P. (2000). An upward feedback field experiment: Supervisors' cynicism, reactions, and commitment to subordinates. Personnel Psychology, 53, 275-297.
  6. Aycan, Z., Kanungo, R. N., Mendonca, M., Yu, K., Stahl, G. ve Kurshid, A. (200Ö). Impact of culture on human resource management practices: A 10-country comparison. Applied Psychology: An International Review, 49 (1), 192-221.
  7. Bono, J. E. ve Colbert, A.E. (2005). Understanding responses to multi-source feedback: The role of core selfevaluations. Personnel Psychology, 58, 171-203.
  8. Borman, W. C. (1997). 360° ratings: An analysis of assumptions and a research agenda for evaluating their validity. Human Resource Management Review, 7 (3), 299-315.
  9. Borman W. C. ve Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. N. Schmitt ve W. Borman, (Ed.), Personnel selection in organizations içinde (71-98). San Francisco: Jossey-Bass. Brett, J. F. ve Atwater, L.E. (2001). 360° feedback: Accuracy, reactions, and perceptions of usefulness. Journal of Applied Psychology, 86 (5), 930-942.
  10. Campbell, J. P., McCloy, R. A., Oppler, S. H. ve Sager, C. E. (1993). A theory of performance. N. Schmitt ve W. C. Borman, (Ed.), Personnel selection in organizations içinde (35-70). San Francisco: Jossey-Bass. DeGregorio, M. ve Fisher C. D. (1988). Providing performance feedback: Reactions to alternate methods. Journal of Management, 14 (4), 605-616.
  11. DeNisi, A. S. ve Kluger, A. N. (2000). Feedback effectiveness- Can 360-degree appraisals be improved? Academy of Management Executive, 14(1), 129-139.
  12. De Luque, M. F. S. ve Sommer, S. (2000). The impact of culture on feedback-seeking behavior: An integrated model and propositions. Academy of Management Review, 25 (4), 829-849.
  13. Fandray, D. (2001). The new t