Welcome to the Management Pocketblog.
This is a blog dedicated to all things management and we want it to reflect the values and style of the management pocketbooks series. You can read more about the blog at the ‘New Readers’ tab.
What Feedback do you give?
The newly published Feedback Pocketbook opens with a shocking statistic: 33% of British employees consider they rarely or never get feedback on their performance. If you have an equivalent statistic for any other country, please do let us know in the comments section, below.
So let’s assume that this represents around a third of British managers, failing to offer feedback – at least in a form that it is recognised. Are you one of them?
Feedback helps us develop and is arguably the most valuable performance-enhancing tool that managers have. So if you are not giving great feedback, you are losing a noticeable slice of potential performance. It doesn’t take a big performance loss, when multiplied across all of a manager’s team, to account for the difference between a profitable and failing business, or a successful or collapsing service.
How big could that difference be?
Bandura and Cervone
In the early 1980s, Albert Bandura and Daniel Cervone conducted experiments with students at Stanford University, on a cycling ergo meter. They measured the performance of eighty cyclists and then split them into four groups, balanced for gender and ability:
- Group A
were set goals for performance improvement
- Group B
were given no goals, but feedback on their performance
- Group C
got both performance goals and feedback
- Group D
were a control group and got neither goals nor feedback
At the end of a training period, Bandura and Cervone found that the twenty cyclists who had received both clear performance goals and feedback had improved their performance to a higher degree (by a factor of more than 2) than any other group. Not surprisingly, the control group (D) showed least improvement. Surprisingly, however, the control group only improved a little less than groups A and B.
Goal Setting and Feedback are both vital to great performance
So here’s the deal
… is to engage in a dialogue with Management Pocketbook readers and anyone else interested in management. Over the next six months, we’d like to get to at least 100 readers a week, and we want to get comments on most of our posts.
… is more than welcome. Let us know what you think of our blogs and our books, and contribute your ideas to supplement ours. Give us information and ideas, and tell us what you want.
Subscribe to this blog, so you don’t miss any of our posts – we look forward to the conversation.
Self-Evaluative and Self-Efficacy Mechanisms Governing the Motivational Effects of Goal Systems,
Albert Bandura and Daniel Cervone,
Journal of Personality and Social Psychology, 1983,
Vol 45, No. 5, 1017-1028