A STUDY OF PERCEPTUAL DIFFERENCES

This qualitative study researched the perceptual
differences of subordinates, which existed in
reaction to the individual supervisor s feedback
during a performance feedback conversation. The
subordinates perceptions were based on the
supervisors verbal communication. Interviews were
conducted with approximately thirty participants
identifying perceptual differences and formulating
strategies to improve the communication during the
process of individual performance feedback
conversations.

The research showed much opportunity for what
existed in the communication between a supervisor
and subordinate during a performance feedback
conversation. The data collected showed indeed,
there were perceptual differences that existed, but
the data also showed supervisors typically thought
their performance feedback communication was
understood when in actuality it was only partially
understood or not understood at all. The findings
showed that the predominate reasons were poor
communication skills, lack of time to prepare and
deliver, and the supervisors understandings of what
their subordinates really understood.

Autorentext

Dr. Laina Molaski has a Bachelor's in Business Administration from Rochester College, an M.B.A. from Indiana Wesleyan University, and a PhD. in Business Administration with a concentration in Human Resources and Management from North Central University. Dr. Molaski also runs her own HR business and serves on numerous advisory boards.

Klappentext

This qualitative study researched the perceptual differences of subordinates, which existed in reaction to the individual supervisor's feedback during a performance feedback conversation. The subordinates' perceptions were based on the supervisors' verbal communication. Interviews were conducted with approximately thirty participants identifying perceptual differences and formulating strategies to improve the communication during the process of individual performance feedback conversations.The research showed much opportunity for what existed in the communication between a supervisor and subordinate during a performance feedback conversation. The data collected showed indeed, there were perceptual differences that existed, but the data also showed supervisors typically thought their performance feedback communication was understood when in actuality it was only partially understood or not understood at all. The findings showed that the predominate reasons were poor communication skills, lack of time to prepare and deliver, and the supervisors' understandings of what their subordinates really understood.