Healthcare and Medicine Reference
Developmental feedback helps workers understand why they did well
or badly, confirms behaviors that should be retained, and identifies
behaviors that should be changed.
Glicken indicates that, for feedback to be effective, it must be: useful;
frequent; timed so that the worker is listening and receptive to the feed-
back; directed to the specific problem without a preamble; helpful to the
worker in doing the job more effectively and efficiently; understood by
the worker as a behavior that needs to be reinforced or changed; and
clearly understood by confirming that workers know what you mean and
that they understand the reasons for the feedback.
In competency-based supervision, to be effective, feedback must be
clearly tied to established expectations of practice; come from trusted and
accurate means of monitoring performance; be based on information that
is accurate and can be verified; be presented in a logical, helpful, and per-
suasive manner; be given in the context of a good worker supervisor
relationship; and be given in a way that supports the mission of the
agency, benefits clients, and helps resolve relationship problems between
the worker and other workers.
PAY FOR PERFORMANCE: MERIT PAY
Many human service organizations have decided that they no longer want
to pay for mediocre work and believe that employees should be rewarded
for the quality of their work and their value to the agency, including the
new skills and competencies they've learned over the years. In merit
systems, the better a worker's performance, the higher their pay.
Performance is determined by competency-based evaluations which are
always behavioral and which focus, to the extent possible, on behaviors
that are objective in nature and can be measured.
In Opposition to Merit Pay
This rational-sounding system has been widely criticized and widely tou-
ted as the solution to improving worker performance, reducing turnover,
and improving morale. For those opposed to merit pay, the arguments are
that merit pay creates tensions among workers because it stresses competi-
tion rather than teamwork and cooperation; merit pay decisions are
usually reduced to whomever the supervisor likes best and are subjective
and biased in nature; merit pay actually reduces productivity; the indica-
tors of meritorious work are so easily manipulated by workers that the
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