Using Feedback to Motivate pdf

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Topic 10
Topic 10
Using Feedback to Motivate
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Topics
Topics
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What is a feedback?
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Good Feedback Makes Excellence More Visible
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Clarity of Feedback
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Good intention
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Level one: positive and negative feedback
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Level two: Shift controlling feedback to in
informative feedback
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Level three: Co-designing feedback system
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The Need for Imagination
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Don’t have to be slave (phụ thuộc) to praise
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What is a feedback?
What is a feedback?
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Feedback is the return of information about

the result of employee’s activities in the
light of improving the output of the
underlying process.
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Good Feedback Makes
Good Feedback Makes
Excellence More Visible
Excellence More Visible
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Feedback helps improving performance
so it contributes to learning.
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To fix result
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To help improving work process
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To confirm that work or result is successful
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Good Feedback Makes
Good Feedback Makes
Excellence More Visible
Excellence More Visible
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Negative feedback fix results.
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Negative feedback fix process that produced
results
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Positive feedback confirm successful
performance and encourage employee to

continuously to use it.
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Examples:
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Clarity of Feedback
Clarity of Feedback
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Clearly link from what you do to the
results you achieve
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Specific: indicating identifiable actions
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Accurate: No causing confusion
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Informative: How to do things better
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Controllable: Behavior employee can
charge
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Exercise 7-2
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Good intention
Good intention
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Level one
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Level two
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Level three
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Level one
Level one
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Positive and Negative Feedback
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Positive feedback is acknowledgement of a
job well done, or a contribution to the team “above and
beyond the call of duty”
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Make employee interest in his job. Such intrinsic
motivation brings high productivity.
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Level one
Level one
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Negative Feedback
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The case of salesman (p.122)
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Ralph feel bad start
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Wrong man for job
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Discouraged and motivation is falling
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Need balance of negative and positive
feedback
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Level one- Sandwich Feedback
Level one- Sandwich Feedback

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Balance of negative and positive
feedback:
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Firstly, indicate what they have done
well at work.
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Next, give specific negative feedback
and what employee need to do better .
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Finally, give them another bit of praise
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Level two- From controlling to
Level two- From controlling to
informative feedback
informative feedback
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Waiting for manager’s feedback is
the way of relying on manager’s
judgment.
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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
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Level two- From controlling

Level two- From controlling
to informative feedback
to informative feedback
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Shift controlling to informative
feedback.
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Provide employee enough information to
decide for themselves whether job is
done well or poorly.
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When decision making shifted from
manager to employee, it stimulates
intrinsic motivation.
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Level two- From controlling to
Level two- From controlling to
informative feedback
informative feedback
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Create a list of common errors- require
employees to check it before submitting
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Introduce the practice of counting how
many of each type of error are found
and corrected in audits
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Ask employees to track the time it take
them to write each report.
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Practice exercise 7-3 (p. 126)
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Level three- codesigning
Level three- codesigning
feedback system
feedback system
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Feedback takes you out of the loop (Vòng
luân chu)
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Option A: You review audit report before
sending it to customers
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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
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In option B: it is good for manager and intrinsically
motivate employee because they can both
conduct and control their job independently.
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Level three- codesigning
Level three- codesigning
feedback system
feedback system
A Feedback designing Process
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Provide good reason for pursuing it. For example, to
improve student’s skill of communication,

presentation in group is required in each unit.
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Think of the ways to make progress visible,
measurable.
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Survey of satisfaction
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Asking
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Measure or graph
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Agree one or many methods and assign responsibilities for
implementing them.
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Check the system periodically to make sure it is on target,
working
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The Need for Imagination
The Need for Imagination
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It is necessary to indicate employees how
good service was. It relates to hold time,
how long it takes for the employee
transaction ,
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Don’t have to be slave (phụ
Don’t have to be slave (phụ
thuộc) to praise
thuộc) to praise
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It is no need for manager frequently to
provide positive feedback.
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These prescription are flawed. They may
hurt attitudes and performance.
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It is better to adjust the level of challenging
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According to Samuel Johnson “ Praises
everybody praise nobody”
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Don’t have to be slave (phụ
Don’t have to be slave (phụ
thuộc) to praise
thuộc) to praise
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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.
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Further more, manager may provide inconsistent
feedback because he/she can not observe exactly
what employees do and it may a inappropriate
praise.
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Summary
Summary
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Make sure feedback help employee to

improve their performance
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It should pass clarity test with specific,
accurate, informative and controllable.
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It is clever to balance feedback with
positive and negative feedback to avoid
hurting employee due to too much negative
feedback.
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summary
summary
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To avoid employees to much dependent on your
judgment, manager should shift controlling
position into informative providing.
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To motivate employee, manager should make
them involved in designing feedback system,
create the informative feedback that monitor their
own work.
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No need to spend all time to provide frequent
praise. Instead, you should manage performance
through informative feedback system.