November 3, 2012

MU0016 [Performance Management and Appraisal] Set1 Q5

Q.5 Explain the performance appraisal feedback model?

Ans:

Performance Appraisal Feedback Models help us to achieve what is known as a meaningful performance feedback. Meaningful performance feedback, as we know, is best achieved through proper communication between the feedback giver and the feedback receiver. Irrespective of who provides the feedback to the receiver, there are certain perceptual barriers that these communications have to travel through. These barriers act as filters and thus affect the actual message that is heard.

In Figure 1, different variables of performance feedback have been incorporated into a feedback model. We see that the variable for both the giver and the receiver of feedback is determined by the perceptions of the participants. Figure 1 illustrates the feedback model.

Figure 1: Feedback Model

Figure 1 lists only a few of the endless list of possible variables that these perceptions can create.

Reading further will help us to get a clear understanding of how perceptions of different participants affect the feedback.

The Said/Heard – Meant/Felt Feedback Matrix
The Said/Heard – Meant/Felt Matrix in Figure 2 should help give more clarity to the concepts introduced in Figure 1.
Figure 2: Said/Heard — Meant/Felt Feedback Matrix

The Said/Heard – Meant/Felt Matrix can be used in any way or direction. This implies that the matrix can be applied vertically, horizontally, counter clockwise, and clockwise. It can be used either by the giver or the receiver of performance feedback or both. The aim of the matrix can be achieved only when all the participants in the performance feedback process use it.

To illustrate how the matrix can be put to work, let us begin by using the matrix in a clockwise direction starting at the 9:00 o’clock position. From this point we begin with what is “Said.”

Let us label the four quadrants A, B, C, and D as shown in Figure 3.
Figure 3: Said/Heard — Meant/Felt Quadrants

Now, let us look at how the matrix can used during a typical performance review.

Let us begin with Figure 4 looking into what is “Said.”

In Quadrant A, the feedback giver has said, “You could have contributed much more to the project.” This is where the challenge arises, wherein the statement must now pass through the perception barrier that has been represented as the vertical axis of the matrix.

Let us now look into what has been heard by the receiver. It is illustrated in Quadrant B in Figure 5.

After passing through the receiver’s perceptual barrier, you can see in Quadrant B that what was heard was “I have not done my part well.” Now, we must understand that this may or may not have been what the feedback giver would have actually meant.

In Figure 6, Quadrant C, the giver now clarifies to the receiver the intended meaning of his message shown in the Quadrant A statement.

In Quadrant C, it is observed that the feedback giver’s meaning was very different when compared to what was perceived by the receiver.

Now the receiver’s feeling towards this feedback has been illustrated in Quadrant D in Figure 7.