CONSTRUCTIVE PERPORMANCE APPRAISAL SEMINAR by JOJO VITO

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WELCOME:

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 1 WELCOME CONSTRUCTIVE PERFORMANCE APRAISAL WORKSHOP BY: JOJO VITO,PhD

Constructive Performance Appraisals :

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 2 Constructive Performance Appraisals Presented by : JOJO VITO, PhD

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 6 Shocks….. ako na ang susunod !

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Psalm 24:1 :

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 8 Psalm 24:1 "The earth is the Lord's, and the fullness thereof; the world, and they that dwell therein."

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"But thou shalt remember the Lord thy God: for it is he that givet you power to get wealth, that he may establish his covenant which he swore unto your fathers, as it is this day." Deuteronomy 8:18 INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 9

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1 Corinthians 4:2 "Now it is required that those who have been given a trust must prove faithful." INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 10

objectives:

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 11 objectives

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 12 1 . Understand the Benefits of Performance Management as a crucial management vehicle for achieving organization goals . 2 . Appreciate the importance of Goals/Objectives , Key Performance Indicators (KPI's), Competencies, and Performance Standards in Performance Management. WORKSHOP OBJECTIVES AND CONTENTS: At the conclusion of this workshop, participants will:

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 13 3 . Be able to utilise the following Generic Performance Interviewing Skills : Effective Listening Giving Constructive Feedback (Praise & Constructive Criticism) Facilitating Through Questions Responding With Empathy Handling Difficult Appraisees WORKSHOP OBJECTIVES AND CONTENTS: At the conclusion of this workshop, participants will:

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 14 4 . Demonstrate skills inconducting an effective Performance Appraisal: Planning and preparing for the appraisal Conducting the appraisal Identifying environmental barriers impacting on performance Identifying jobholder ( appraisee ) training and development needs Following up WORKSHOP OBJECTIVES AND CONTENTS: At the conclusion of this workshop, participants will:

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 15 Why Performance Management?

Why Performance Management ?:

Why Performance Management ? A process for establishing a shared workforce understanding about what is to be achieved at an organisation level. It is about aligning the organisational objectives with the employees' agreed measures, skills, competency requirements, development plans and the delivery of results . INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 16

Why Performance Management ?:

Why Performance Management ? INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 17

How performance Appraisals are Different But Part of Performance Management:

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 18 How performance Appraisals are Different But Part of Performance Management

Performance Management :

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 19 Performance Management is used to ensure that employees' activities & outcomes are congruent with the organisation's objectives & entails specifying those activities and outcomes that will result in the firm successfully implementing the strategy

An effective Performance Management process establishes the groundwork for excellence by::

An effective Performance Management process establishes the groundwork for excellence by: Linking individual employee objectives with the organisation's mission & strategic plans…employee has a clear concept on how they contribute to the achievement the overall business objective, Focusing on setting clear performance objectives & expectations through the use of results, actions & behaviours, Defining clear development plans as part of the process, Conducting regular discussions throughout the performance cycle which include such things as coaching, mentoring, feedback & assessment. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 20

performance appraisal :

performance appraisal A n evaluation of the performance of an employee against the job standards in terms of quantitative, qualitative and behavioural aspects at the workplace. A successful PA process involves explaining the job, communicating expectations, observing and documenting behaviour and providing frequent informal feedback.

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 23 Gearing towards Performance Management System …

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 24 Why many are not so enthusiastic about Performance Management?

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 25 Most recent research suggests that annual staff reviews are generally perceived as a difficult and painful process by both managers and employees .

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 26 Typical Outcomes of a Poorly Managed Appraisal

Typical Outcomes of a Poorly Managed Appraisal:

Typical Outcomes of a Poorly Managed Appraisal Misdirected Bonuses Illustrated many times where employees & managers have received favorable reviews and bonuses and yet the organisation has not achieved its goals. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 27

Typical Outcomes of a Poorly Managed Appraisal:

Typical Outcomes of a Poorly Managed Appraisal Too Painful, Emotionally Charged High stress levels for both managers & employees …They both know they will be judged on the outcome of the appraisal . The employees' remuneration & future are at stake and the goodwill of the managers future resources are also at stake. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 28

Typical Outcomes of a Poorly Managed Appraisal:

Typical Outcomes of a Poorly Managed Appraisal Poor Understanding of Expectations Where the appraisal system is poorly communicated, both the employee and manager enter these discussions with low confidence levels. This is due to a lack of "rules" as to how to go about the appraisal process and a lack of understanding of the expected outcomes . INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 29

Typical Outcomes of a Poorly Managed Appraisal:

Typical Outcomes of a Poorly Managed Appraisal Subjective Manager’s Opinion This means that an employees' future is wholly dependent on their manager's highly subjective opinion. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 30

Typical Outcomes of a Poorly Managed Appraisal:

Typical Outcomes of a Poorly Managed Appraisal Performance Not Aligned to Promotions Given that annual appraisals are only conducted once yearly or semi-annual, most line managers only seriously think and plan once a year. The consequences are poor resource management , put-out-the-fire management and costly and reactive problem fixing on the fly. Given that most appraisal systems are manual and on paper, the data arising from an excellent performance typically does not find its way into the succession planning process. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 31

Typical Outcomes of a Poorly Managed Appraisal:

Typical Outcomes of a Poorly Managed Appraisal Poor Development Opportunities Most appraisal systems do not feature a competency assessment or an active development plan that both the employee and manager have mutually agreed to. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 32

Typical Outcomes of a Poorly Managed Appraisal:

Typical Outcomes of a Poorly Managed Appraisal No Consequence For Non-Participation Given that most appraisal systems are manual, reporting is weak and therefore compliance reporting is not visible. This inevitably means that managers learn that they do not have to perform reviews and therefore they don't because there is no negative consequence for them. Equally, employees learn that there is no consequence to not being reviewed . INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 33

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 35 Typical Outcomes from Performance Management

Typical Outcomes from Performance Management:

Typical Outcomes from Performance Management Communication Improves The employee and manager communicate more frequently & agree on changed objectives to suit continuing changes in conditions and priorities. This is an inclusive & collaborative process , which ensures that the employee has input and does not feel they have wasted the year performance diary notes. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 36

Typical Outcomes from Performance Management:

Typical Outcomes from Performance Management Everyone Knows the Rules Where there is a well structured Performance Management system that is effectively communicated, both the employee and manager enter the process with better levels of confidence as there are "rules" that clearly stipulate what is being assessed and how . INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 37

Typical Outcomes from Performance Management:

Typical Outcomes from Performance Management Better Recording Opens Up Communication If the organisation has a system with a performance diary, then both parties are prepared with relevant content to discuss. This raises confidence and reduces stress levels . Both parties feel more comfortable and they can have a content rich and factual discussion about performance. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 38

Typical Outcomes from Performance Management:

Typical Outcomes from Performance Management Frequent Communication Reduces Stress Given that these performance reviews happen more frequently, the discussion centers on performance of objectives rather than being dominated by the employees' needs . Emotionally charged discussions tend to be displaced by business focused INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 39

Typical Outcomes from Performance Management:

Typical Outcomes from Performance Management Appraisals Become Relevant for Everyone By conducting more frequent reviews, objectives can be adjusted and modified to suit changing business conditions . This dramatically increases the probability that the objectives are relevant and are able to be acted upon during the performance period. . INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 40

Typical Outcomes from Performance Management:

Typical Outcomes from Performance Management Employee Learning and Development Starts to Happen Given that most Performance Management systems require managers and employees to commit to a development plan, employees experience real personal development and become more engaged with the organisation. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 41

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Benefits to the organization:

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 43 Benefits to the organization

Benefits to the organization:

Benefits to the organization Facilitates the achievement of organization goals & strategies Contributes to improved staff morale Facilitates continuous performance improvement, organization development & culture change INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 44

Benefits to the organization:

Benefits to the organization Assists in establishing a performance culture - of quality, efficiency and achievement Provides a formal means of discussing competency gaps and how to address these - leading to a more competent work force Helps build a climate of openness & trust INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 45

Benefits to the organization:

Benefits to the organization Adds to a participative work culture Forms part of the legal process in addressing persistent poor performance Provides the basis for fair remuneration based on actual performance, so employees can see and experience a clear link between their performance and the financial rewards they receive INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 46

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Benefits to Employees:

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 48 Benefits to Employees

Benefits to Employees:

Benefits to Employees An opportunity to get formal feedback from line managers on how their performance is viewed - so that they can learn what they do well and what needs to improve Ensures clarity on work expectations & standards , reducing anxiety/stress and conflict with line managers INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 49

Benefits to Employees:

Benefits to Employees An opportunity to discuss their job competencies (or lack thereof) - leading to targeted training and development - helping them to realise their full potential Provides a forum to share new ideas and to air views INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 50

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Handling conflict in appraisals:

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 53 Handling conflict in appraisals

How would you deal with these situations?:

How would you deal with these situations? You are carrying out the appraisal of one of your team. To your surprise she asks to be considered for a promotion which you feel he is under-qualified. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 54 I DESERVE IT!

How would you deal with these situations?:

How would you deal with these situations ? You bring up the subject of your team member’s poor timekeeping record. He responds aggressively saying that ‘everyone else is late, even you don’t turn up on time’ and then makes excuses about train delays. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 55

How would you deal with these situations?:

How would you deal with these situations ? You are carrying out the first appraisal a member of your team – a mother of two who has returned to work. She has proved excellent, if quiet, and you are hoping to promote her. She responds to this suggestion by protesting that she could not do the job and that she is having trouble coping with the job she has now. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 56

How would you deal with these situations?:

How would you deal with these situations? You are accused by the appraisee of not promoting him because ‘you’ve never liked me’ and then says that you won’t promote him as you are afraid he will take over your job INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 57

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Do not dismiss out of hand. Ask questions; explain reasons; avoid vague promises; and be direct and honest. Use open questions, e.g. “Why does it interest you?” “Which aspects of the work could you/do you do at present?” “How will you get the additional knowledge and skills?” The appraiser could map out a schedule for change, perhaps over a considerable time, or give a clear statement of the reasons why the promotion is not possible. Dismiss/ignore irrelevant comments and probe for reasons. Keep to the point. Do not justify; do not get involved in an argument; set quantified objectives and devise a plan for measuring them. Question the interviewee’s views as to the effect of his/her behaviour and the benefits of an improvement. Respect her right to be her own self. Support your statements with examples. Use open questions to find out what problems she is having. Give practical examples of why you think she is doing well. Dismiss/ignore irrelevant comments. Avoid justification or argument, be honest and direct, support with examples, avoid vague promises. Use open questions to find out what is wanted and why. Work together with the interviewee on a plan for future development. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 58

How to conduct the meeting:

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 59 How to conduct the meeting (preparing for conflict)

Before the meeting :

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 60 Before the meeting

Before the meeting :

Before the meeting Planning and preparing for the interview Assembling data, recorded observations, documentation notes, and formal documents (such as letters, written warnings) on employee performance throughout the review period, to support the ratings Scheduling a mutually convenient date, time, and place for the interview Allotting ample time to allow for meaningful and constructive discussions INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 61

Before the meeting:

Before the meeting Location should allow meaningful & respected discussion , with no interruptions Appointment should not coincide with a period of great work urgency Give sufficient notice for sound preparation INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 62

REMEMBER THIS:

REMEMBER THIS Manager considers the needs of the job Decide the real priorities Recall if there have been changes in targets, methods and/or people Determine whether different or extra knowledge or skill are needed INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 63

REMEMBER THIS:

REMEMBER THIS Manager considers the employee’s achievements and needs Recall the general performance level during the period Recollect details of any highlights/lowlights in performance Consider if employee needs more knowledge or increased skill and recall any other known need Prepare some key points to make and key questions to ask INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 64

At the meeting:

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 65 At the meeting

At the meeting:

At the meeting Beginning the interview by putting the employee at ease Inviting the employee to start talking by asking him/her to outline his/her major accomplishments for the previous year INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 66

At the meeting:

At the meeting Listening attentively and taking notes Being direct & specific in communication Avoiding getting personal Avoiding being judgmental INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 67

At the meeting:

At the meeting Be Careful when focusing on attitude or personality problems Providing constructive criticisms , when required, in a manner that preserves the employee’s dignity and sense of worth INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 68

At the meeting:

At the meeting Remaining calm, patient, & centered when handling difficult employees Soliciting input from the employee about resolving problems Encouraging the employee to talk throughout the interview INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 69

At the meeting:

At the meeting Acknowledging work that went well and/or possible innovations at work Identifying areas of improvement of work INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 70

At the meeting:

At the meeting Determining areas of agreement as well as clearing-up different viewpoints on Performance Identifying training & development opportunities Discussing career development plans Being future-oriented INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 71

At the meeting:

At the meeting Addressing performance gaps in an effort to reduce & eliminate their causes Ensuring that all questions & issues that were raised during the interview, were covered Ending the session on a positive note INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 72

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Dealing with conflict:

75 INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 Dealing with conflict

Dealing with conflict:

Dealing with conflict If conflict does arise, it needs attention. This means that one should have already considered what one’s reaction should be. The following are some of the countermeasures you can deploy Hostility must not be ignored; it must be dealt with Don’t fall into the trap of responding with an emotional reaction Listen attentively and show you are doing so INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 76

Dealing with conflict:

Dealing with conflict Listen open-mindedly; this comes through to the other party Keep control of your own features, smile when you can Make frequent eye contact INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 77

Dealing with conflict:

Dealing with conflict Control your body language, for example, don’t tense up Show you appreciate the importance on the issue to the other person Use the other person’s name quite often INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 78

Dealing with conflict:

Dealing with conflict Be courteous and friendly and control your voice Let the other person see that you expect normal behaviour Analyse the true cause of conflict and apologise, if appropriate. If not, don’t INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 79

Dealing with conflict:

Dealing with conflict Gently, but firmly, get back to any unfinished business Don’t let the meeting end on a bad note Finally, if after reasonable attempts you cannot get the hostile party back to normal behaviour, defer the meeting to another occasion. This delivers a message to the effect that both the outstanding business and the breakdown in communication will still be addressed. After all, you as the appraiser are, or will be, in ultimate control. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 80

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How do you give effective feedback?:

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 82 How do you give effective feedback?

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How do you give effective feedback?:

How do you give effective feedback? 1) Focus on specific behavior 2) Keep feedback impersonal 3) Keep feedback goal oriented 4) Make feedback well timed 5) Ensure understanding 6) Direct negative feedback toward behavior that the receiver can control. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 84

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 85 Focus on specific behaviors : Feedback should be specific rather than general . Avoid statements such as you have a bad attitude or I’m really impressed with the good job you did. They are vague and although they provide information they do not tell the receiver enough so that he or she can correct he bad attitude or on what behaviors to repeat .

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 87 Keep feedback impersonal: Feedback particularly the negative kind should be descriptive rather than judgmental or evaluation . No matter how upset you are: keep the feedback focused on job related behaviors and never criticize someone personally because of an inappropriate action. Telling people they are incompetent lazy or the like is almost always counterproductive. It provokes such an emotional reaction that the performance deviation itself is apt to be overlooked. When you are criticizing remember that you are censuring job related behavior , not the person.

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 88 Keep feedback goal oriented: Feedback should not be given primarily to dump or unload on another person. If you have to say something negative make sure it is directed toward the receiver’s goals. Ask yourself whom the feedback is supposed to help. If the answer is essentially you (I’ve got something I just want to get off my chest) bite your tongue and hold the comment. Such feedback undermines your credibility and lessens the meaning and influence of future feedback sessions.

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 90 Make feedback well timed: Feedback is most meaningful to a receiver when only a short interval elapses between his or her behavior and the receipt of feedback about that behavior .

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 91 Ensure understanding: Is your feedback concise and complete enough that the receiver clearly and fully understands your communication. Remember that every successful communication requires both transference and understanding of meaning. If feedback is to be effective, you need to ensure that the receiver understands it

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INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 93 Direct negative feedback toward behavior that the receiver can control : little value comes from reminding a person of some shortcoming over which he or she has no control. Negative feedback should be directed toward behavior that the receiver can do something about . For instance criticizing an employee who’s late for work because she forget to set her alarm clock is valid. Criticizing her for being late for work when the local train she takes to work every day had a power failure, stranding her for 90 minutes, is pointless.

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James 2:1-5 :

James 2:1-5 My brothers, show no partiality as you hold the faith in our Lord Jesus Christ, the Lord of glory. For if a man wearing a gold ring and fine clothing comes into your assembly, and a poor man in shabby clothing also comes in, and if you pay attention to the one who wears the fine clothing and say, “You sit here in a good place,” while you say to the poor man, “You stand over there,” or, “Sit down at my feet,” have you not then made distinctions among yourselves and become judges with evil thoughts? Listen, my beloved brothers, has not God chosen those who are poor in the world to be rich in faith and heirs of the kingdom, which he has promised to those who love him? INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 95

Hebrews 6:10 :

Hebrews 6:10 For God is not unjust so as to overlook your work and the love that you have shown for his name in serving the saints, as you still do. INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 96

www.pinoybisniz.com:

INTRASPEC MANAGEMENT CONSULTANCY JOJO VITO, PhD 2012 97 www.pinoybisniz.com Thank you!

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