Feedback mechanism

(noun)

the action or means used to subsequently modify the gap in a feedback loop

Related Terms

Examples of Feedback mechanism in the following topics:

  • Closing the Feedback Loop

    • If done early, this feedback loop ensures that a correct decision is ultimately made.
    • feedback' exists between two parts when each affects the other..."
    • Feedback signal: The measurement of the actual level of the parameter of interest.
    • Feedback mechanism: The action or means used to subsequently modify the gap.
    • Explain the role of the feedback loop in decision making and the different types of feedback associated with it

  • Informed Decisions

    • An MIS supports a business' long-range plans, providing performance analysis reports on areas critical to those plans, with feedback mechanisms that improve guidance for every aspect of the enterprise, including recruitment and training.

  • Preparing for change

    • The solutions they came up with – on their own included identifying and fixing steam leaks, reducing electricity consumption, super-insulating industrial furnaces and introducing real-time monitoring (immediate feedback from mechanical processes).

  • Hardware and Software Improvements

    • Agile processes use feedback, rather than planning, as their primary control mechanism.
    • The feedback is driven by regular tests and releases of the evolving software.

  • Complaint Procedures

    • In order to benefit from complaints and observations of employees, an employer may use a feedback program, which for example, may entail her creating a survey for the employees to complete and review various aspects of the organizational situation in the workplace.
    • Feedback programs, sometimes implemented in the form of employee surveys or through direct employee-management interaction, can be a less expensive way to get feedback from employees concerning specific programs or policies (Solnik, 2006).
    • Team mechanisms such as quality circles, work teams, and total-quality management teams provide employees with the ability to synthesize their individual input into a better solution to organizational problems.

  • Giving and receiving feedback

    • So, why are so many of us afraid of the word feedback?
    • Seventh, own the feedback by using "I statements" that clarify your feelings related to the person you are giving feedback to.
    • As a result, feedback is often delayed.
    • While giving feedback is extremely important, receiving feedback and changing one's characteristics to reflect that feedback is just as important.
    • If an individual is not ready to constructively receive feedback, then the feedback he does receive will not be effective.

  • Providing employee voice and influence

    • Voice and influence mechanisms allow employees to give input and to contribute their expertise to business success; these mechanisms allow firms to get the most benefit from the skills of their human capital.
    • Thus, firms with employee influence mechanisms get higher financial return from their employee assets; high-performance HR systems improve the financial bottom line of the firm (Becker & Huselid, 2001).
    • Despite the many benefits, there are various reasons not to implement voice and influence mechanisms perceived by employees and management.
    • However, employees may be hesitant to organize into employee associations or push for voice mechanisms for fear of retribution due to perceived opposition to influence by management (Peterson, 2005).
    • Feedback programs, sometimes implemented in the form of employee surveys or through direct employee-management interaction, can be a less expensive way to get feedback from employees concerning specific programs or policies (Solnik, 2006).

  • Discussion questions, exercises, and references

    • Name and describe three examples of mechanisms a company could use to increase employee participation.
    • Feedback About Feedback.
    • How to Give Feedback.
    • A Longitudinal Study of Upward Feedback.
    • Giving and Receiving Feedback.

  • Managing Up and Employee Feedback

    • It can also be useful to provide feedback which can actively be applied to achieving these objectives.
    • Sharing Feedback – Aside from assessment metrics and objectives, good feedback also tends to include qualitative thinking.
    • More often comments and discussions are necessary for feedback to be useful.
    • This image demonstrates the basic concept of iterative feedback, where suggestions lead to evolving behavior.
    • Identify the value of empowering employees to provide feedback to managers

  • Performing the appraisal

    • Inviting feedback and listening to reactions and concerns from the employee during the appraisal process becomes very important to establishing trust with the employee (United States Department of the Interior, 2004).
    • If the appraiser provides any negative feedback or improvement points, suggestions should be made to help resolve the problem to develop the person's performance.
    • Often being seen as a strictly hierarchical feedback tool, performance appraisals can be less "scary" if employees have the opportunity to appraise their managers as well as their peers.
    • For a discussion of why many people think of feedback as criticism visit: http://www.selfhelpmagazine.com/articles/growth/feedback.html
    • For a discussion of differing views on feedback and specific examples on how to give feedback visit: http://home.att.net/~nickols/feedback.htm