Page 245 - Psychological Management of Individual Performance

Practice Chapter 11

Enhancing Performance through

Goal-Setting and Feedback
Interventions

Jen A. Algera, Ad Kleingeld and Harrie van Tuijl
Technische Universiteit Eindhoven, Eindhoven, The Netherlands

INTRODUCTION 230 CASE STUDY 238
PHASES IN THE IMPLEMENTATION APROMES FEEDBACK SYSTEM FOR SERVICE
PROCESS 230 TECHNICIANS 238
PHASE 0: STARTING CONDITIONS 231 ALTERNATIVE APPROACHES TO PERFORMANCE
PHASE 1: SYSTEM DESIGN 232 FEEDBACK 239
PHASE 2: IMPLEMENTATION 233 ELABORATION OF THE PROBLEM-SOLVING APPROACH 240
PHASE 3: MAINTENANCE 234 PART 1: CRITICAL BEHAVIOURS IN IDENTIFYING AND
ADOPTION OF GOAL-SET TING AND FEEDBACK OVERCOMING RESISTANCE 240
SYSTEMS 235 PART 2: PERFORMANCE ENHANCEMENT THROUGH FEEDBACK
FACILITATING LEARNING IN THE AND GOAL-SET TING 242
IMPLEMENTATION PHASE OF PROMES 237 CONCLUSION 247
CRITICAL SUPERVISOR BEHAVIOUR DURING PROMES NOTE 247
PERFORMANCE ENHANCEMENT SESSIONS 237 REFERENCES 247

SUMMARY
This chapter focuses on the implementation of goal-setting and feedback systems. The
fit between the basic values of management and the other organisation members seems
to be decisive for success or failure of the whole process of implementation. When
problems arise, conflicts can often be interpreted as reflecting differences in these
underlying values. The role of a facilitator is essential in helping the organisation to
solve these conflicts. As such, the process is much more critical than the actual design
of the elements of the system. Other organisational control systems to manage the
human resources, e.g. reward systems, have to be made compatible to the goal setting
and feedback system if it is supposed to be there for a long time. The last part of
this chapter addresses the important role of the supervisor in assisting employees in
problem solving and the development of better task strategies.

Psychological Management of Individual Performance. Edited by Sabine Sonnentag.
C 2002 John Wiley& Sons, Ltd. ISBN: 0-471-87726-3