last updated 10/25/2016
Everyday
Interactions as Forms of Performance Control
(in HR and Culturally Managed Organizations)
A. One on One Influence Strategies - How do you
control organization member performance?
(Descriptive list in order of frequency of
use)
-
Reasoning - presenting a logical argument for
compliance (usual first choice in most organizations)
- Assertiveness - asking for compliance firmly
- Bargaining - offering something in return for
compliance
- Coalition - seeking support from others as
backing
- Friendliness -
- Calling on or making reference to higher authority
- Sanctions - punishment or threats
B. Goal Setting - Goals can
control performance whether set jointly or unilaterally. They channel
behavior and thinking.
- Goal specificity - Greater specificity yields
greater effectiveness of performance
- Goal difficulty - Realistic, achievable but
challenging goals work best.
- Mutual participation in goal setting tends to
produce more challenging goals
C. Feedback - In "systems
theory"
terms, feedback consists of messages that control the system and keep it stable. Usually the
messages are assumed to come from
supervisor but that isn't always the reality of the workplace.
- positive feedback - messages that tell the system
(employee) to keep doing what it's doing
- negative feedback - messages that tell the system
(employee) to change what it's doing
- Feedback is most effective if it is --
- rapid - occuring quickly after behavior occurs
- frequent - daily or weekly is better by far than
quarterly or annual reviews
- specific - feedback messages deal with very
specfic behaviors/actions/oputcome
Feedback Characteristics that Influence Its
Effectiveness in Controlling Performance
- Valance - positive or negative
- specificity - level of detail, how behavioral
- timeliness - proximity to the performance the feedback
references
- frequency - how often is feedback delivered
- sensitivity - to what degree are the feelings of the
receiver considered in the message