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This book delivers an evidence-based summary of best practices in providing and utilizing feedback in organizational settings. Bringing together a range of renowned experts, the chapters in this book discuss the current state of feedback theory and research, as well as practical recommendations for using the evidence to improve feedback processes in organizations. This book is intended for scholars and managers, but anyone on the giving or receiving end of feedback will benefit from a better understanding of the process. The chapters in this volume take the reader deep into the current literature, set a research agenda for the future, and provide key take-aways to enhance intentionality in the feedback process.
List of contents
Introduction: The Importance of Job Performance Feedback.- The Future of Performance Management: Real-time Feedback.- Strengths-based Performance Feedback.- Feedback Environment: An Intervention for Improved Feedback in Organizations.- 360-degree Feedback for Learning and Development.- Feedback in Managerial Coaching.- Guided Mindfulness and E-Coaching.- Feedback Seeking and Trust in Supervisor.- Using Positive Psychology to Enhance Negative Feedback.- Feedback Orientation: An Individual Difference Makes all the Difference.- Cultural Factors in Feedback Processes.- Mythbusters: Myths and Facts about Feedback.- Future Directions in Feedback Research and Application.
About the author
Lisa A. Steelman, Ph.D.
Dr. Steelman is a Professor of Industrial/Organizational Psychology and Dean of the College of Psychology and Liberal Arts at Florida Institute of Technology. Her research interests include feedback processes, the role of the feedback environment tin performance management, coaching, and 360-degree feedback. She has numerous publications and presentations at national and international conferences in these areas. Dr. Steelman is a former editor of The Industrial/Organizational Psychologist. She received her doctorate in Industrial/Organizational psychology from the University of Akron.
Jane R. Williams, Ph.D.
Dr. Williams is an Associate Professor of Psychology and Associate Dean for Academic Affairs and Strategic Initiatives for the School of Science at Indiana University Purdue University Indianapolis. Her research interests include performance management processes, feedback seeking, and the role of supervisorsin the feedback process. In addition to her publications and presentations in these areas, she also consults with academic units on issues such as performance management, strategic planning, communication, chair development, and conflict resolution. She received her doctorate in Industrial/Organizational psychology from the University of Akron.
