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Full Description
This book provides consulting psychologists, managers, and human resources personnel with easy-to-use, evidence-based strategies for providing effective feedback to improve communication and performance in the workplace.
Feedback is an essential part of communication, coaching, management, and human resource practices. Yet the essential elements that make feedback more effective often fail to go beyond the pages of academic journal articles and into the workplace where they could greatly improve communication and performance. This book is an easy-to-use resource that applies classic and current research findings to create actionable, evidence-based tactics that consulting psychologists, consultants, managers, and HR personnel can use to improve feedback exchanges in any work environment.
The authors present a simple and straightforward model of the feedback process that includes four critical elements that can make or break a feedback exchange:
the actions and behaviors of the feedback provider,
the content of the message,
the beliefs and perceptions of the feedback recipient, and
the context in which feedback is provided.
Each chapter includes a case example that highlights key takeaways from the research and illustrates how consultants can apply these concepts and strategies in real scenarios.
Contents
Series Editor's Foreword
Rodney L. Lowman
Acknowledgments
Introduction
Laying the Foundation: Classic Models of Feedback in Organizations
How Feedback and Goals Drive Behavior: Control Theory
Getting to the Point: The Feedback Message
Feedback Delivery and the Role of the Feedback Provider
Perception Is Reality: The Role of Individual Differences in the Feedback Process
Context Matters
The Role of Feedback in Human Capital and Talent Management Processes
Recommendations for Practice and Directions for Future Research
Recommendations for Further Reading
References
Index
About the Authors
