I have always been a true believe that giving constructive feedback will help to improve employee performance. Since I started working I have always received annual reviews and I think with each review I became a better employee for that organization. As much as I like an annual review, I think as a leader/manager/supervisor you should be giving feedback to your employees throughout the year to keep positive momentum going in the workplace. I would not like to go a whole year of doing something incorrectly just to be notified at my annual review that I wasn’t doing something right. Instead I would like to be told when I am doing things right and wrong throughout the year in order to keep the workplace running smoothly and cohesively.
Generational differences will always be slightly represented in the workplace. Currently, generational gaps are more visible in the workplace as the Baby Boomers begin to exit the workplace and Millennial’s enter. I think the need for Millennial’s to get frequent employer feedback is because their generation is centered around the “here and now” and they want instant gratification (they have to get the job right from the start, know what they are doing, do it perfectly, and never fail; failure is not an option). It is almost like they have to know they are doing good in order to continue because they don’t understand failure; they never had to work hard for anything before and if they are doing something incorrectly it might require effort to fix it something they are unaccustomed to. This can be contrasted with the Baby Boomers who are used to hard work, most of them entered the workplace at a young age when wage was low and jobs were harder to find (variables such as segregation and a very low glass ceiling for women), and they are leaving the workplace at a later age which I don’t believe will be the same experience for the Millennials.
Since being in the workplace I have received and given feedback throughout my career and it isn’t on a schedule but sometimes it is just to say “you are doing a great job,” because I have found that those type of phases boost morale in the office and keep people wanting to come back. If people make an effort to help others do better and achieve more, then they are more likely to have stronger team or department.
With all of this being said, feedback doesn’t have to be directed to the person but it could be directed to the need to change (negative) and or mimic (positive) working environments. In the journal article by Feeney (1982), performance standards do not have to be based on a person but can be based on the organization. This takes into account the need to make organizational changes to help improve employee performance. Low performance levels are often influenced by the environment and might not always be solely on the individual.
Reference
Feeney, E. J. (1982). Performance standards, feedback, and rewards: A performance improvement system. National Productivity Review (Pre-1986), 2(1), 36. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/236499926?accountid=27203
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