Scribd Logo
Upload

Welcome to Scribd!

  • 193 views

    When Workers Rate The Boss

    Uploaded by

    SHIVANGI MAHAJAN PGP 2021-23 Batch
    This document summarizes key aspects of implementing upward feedback programs in organizations. It discusses some common fears managers have around such programs, including fear of negative ratings affecting their performance reviews (Fear of Frying), concern about being compared to other managers (Comparison Anxiety), and being surprised by feedback they may not want to hear (Shock Treatment). It also addresses challenges in selecting the right upward feedback tool and best practices around frequency of implementation to maximize benefits and ensure longevity of the program. Overall, the document advocates that upward feedback programs can be valuable for organizations if implemented carefully while addressing typical manager concerns.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    When Workers Rate The Boss

    Uploaded by

    SHIVANGI MAHAJAN PGP 2021-23 Batch
    193 views3 pages
    This document summarizes key aspects of implementing upward feedback programs in organizations. It discusses some common fears managers have around such programs, including fear of negative ratings affecting their performance reviews (Fear of Frying), concern about being compared to other managers (Comparison Anxiety), and being surprised by feedback they may not want to hear (Shock Treatment). It also addresses challenges in selecting the right upward feedback tool and best practices around frequency of implementation to maximize benefits and ensure longevity of the program. Overall, the document advocates that upward feedback programs can be valuable for organizations if implemented carefully while addressing typical manager concerns.

    Original Title

    When Workers Rate the Boss

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document summarizes key aspects of implementing upward feedback programs in organizations. It discusses some common fears managers have around such programs, including fear of negative ratings affecting their performance reviews (Fear of Frying), concern about being compared to other managers (Comparison Anxiety), and being surprised by feedback they may not want to hear (Shock Treatment). It also addresses challenges in selecting the right upward feedback tool and best practices around frequency of implementation to maximize benefits and ensure longevity of the program. Overall, the document advocates that upward feedback programs can be valuable for organizations if implemented carefully while addressing typical manager concerns.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    193 views3 pages

    When Workers Rate The Boss

    Uploaded by

    SHIVANGI MAHAJAN PGP 2021-23 Batch
    This document summarizes key aspects of implementing upward feedback programs in organizations. It discusses some common fears managers have around such programs, including fear of negative ratings affecting their performance reviews (Fear of Frying), concern about being compared to other managers (Comparison Anxiety), and being surprised by feedback they may not want to hear (Shock Treatment). It also addresses challenges in selecting the right upward feedback tool and best practices around frequency of implementation to maximize benefits and ensure longevity of the program. Overall, the document advocates that upward feedback programs can be valuable for organizations if implemented carefully while addressing typical manager concerns.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 3

    Human Resource Management – Article Summary

    Submitted to
    Prof. Shrihari Sohani
    Indian Institute of Management, Indore

    Term - III
    Section E - Group 6
    Akshat Mehta 2021PGP029
    Bharadwaj Dungroth 2021PGP084
    Harshal Patidar 2018IPM040
    Shreya Pareek 2021PGP360
    Uttara Athale 2021PGP416
    Yeswanth Sai Kesav Vanja 2021PGP545
    WHEN WORKERS RATE THE BOSS

    It has been often that business leaders find the upward feedback discomfiting even after these many
    years. Implementing “Upward Feedback” programs can reduce this discomfiting and encourage
    subordinates to speak up and make the process safe.

    “Upward feedback” are the programs where managers are evaluated by their subordinates. Most
    of the associates and training officers hailed the idea, but some warned and raised several caveats
    against the thought. Also addressed the preventive measures and worries/fears that a general
    subordinate has on implementing this program. These fears can be Managerial, Comparative and
    Operational. Those fears are Fear of Frying, Comparison Anxiety, Shock Treatment, Picking
    Products and Encore.

    Fear of Frying: It’s a managerial concern/fear where employees are not only the ones who were
    afraid about the upward appraisal programs but also their managers. Subordinates misunderstand
    the full range pressure on the manager. The same affliction, “Recency”, plagues both positive and
    negative ratings. The only antidote for the recency is where managers keep records of their
    subordinates; subordinates keep records on managers. According to proponents of upward
    appraisal, the cost of any training endeavour is fully justified. In Upward appraisals, Openness is
    the key to success, which was followed and implemented by managers, and the more the
    involvement is, the more it will become the critical tool.

    Comparison Anxiety: In the majority, employees are concerned that the comparison with their
    fellow subordinates has become a fearful thing inside the firm's walls. Most Employees and
    managers don’t like being ranked against their peers. This human tendency is taken into account
    by off-the-shelf upward appraisal. In order to control this, at the centre for creative leadership, they
    use the norms in word evaluation instruments to maintain that comparison as long as the precaution
    was taken.

    Shock Treatment: Many bosses generally tend to be startled when they see the feedback given
    by their subordinates. They are susceptible to contradicting the results, which they do not like.

    Page | 1
    Therefore, they must explain the results with constructive feedback to deal with this. Consultants
    can be used for this purpose. Executives are more open and honest with outside consultants.
    However, inner consultants understand the company’s culture, and therefore they can provide better
    solutions with the feedback to them.

    Picking Products: Executives spend months comparing different instruments for giving feedback,
    although only one third are useful. The number of questions on upward appraisal tools might range
    from as low as twenty questions to about five hundred in total. The questions might range from
    resource management to emotional intelligence. Initially, all the products may seem the same, but
    they are much different after proper research has been done. Not all products offer the same
    information about the boss. The product best suited for the company will now depend on the
    characteristics which are appreciated in the firm.

    Encore: It is ideal for conducting this process once every two years. One should not implement it
    even earlier if one does not intend to continue it in the future. Only 10% of the companies conduct
    this program, but the numbers are increasing dramatically, and the trend is evident, which is
    upward. For companies who see human resource management as their core strategy, it has become
    apparent that upward appraisal can give them cutting edge results.

    Page | 2

    You might also like