Question 1

Which of the following actions should a leader-manager avoid when providing constructive feedback to an employee?
A) Providing the feedback in an impartial manner
B) Providing the feedback where it can be heard by the rest of the team, so that everybody gets the message
C) When addressing issues related to behaviour, sticking to facts and factual descriptions of behaviour
D) Only providing feedback on aspects of the employee's performance that the manager can control
E) All of these responses are correct.

Accepted Answer

Providing feedback where it can be heard by the rest of the team can embarrass the employee and damage their reputation within the team. It is important to provide feedback in a private setting to protect the dignity of the employee and ensure that they are more likely to be receptive to the feedback.

Question 2

'Your presentation was excellent, particularly the way you demonstrated market trends using charts and graphs.' This statement would best be described an example of:
A) constructive feedback.
B) general feedback.
C) specific feedback.
D) positive general feedback.
E) positive specific feedback.

Accepted Answer

The feedback is specific to the presenter's use of charts and graphs to demonstrate market trends, and it is positive in nature, making it an example of positive specific feedback.

Question 3

In between your own performance appraisals, you should:
A) keep notes of your successes and achievements.
B) record any difficulties you have experienced.
C) identify the causes of any difficulties you have experienced.
D) think about any issues you want to raise with your manager.
E) All of these responses are correct.

Accepted Answer

All of these choices are important in between performance appraisals. Keeping notes of successes and achievements can help provide evidence for future appraisals and promotions. Recording difficulties helps to identify areas for improvement and potential training needs. Identifying the causes of difficulties can assist in developing solutions. Thinking about issues to raise with your manager can help you be better prepared for your next performance appraisal meeting.

Question 4

During your own performance appraisal, you should:
A) avoid asking your manager questions, so that you do not appear unprepared or ignorant.
B) contest or argue against any negative feedback that is provided in relation to your performance.
C) never ask your manager for help, as this will indicate that you are not competent to do your job.
D) where necessary, ask your manager for examples to clarify the feedback that has been provided.
E) not provide feedback of your own, as this will be interpreted as complaining.

Accepted Answer

It is important to seek clarification and examples to better understand any feedback that is provided during a performance appraisal. This can help you identify areas where you need to improve and take actionable steps to address them. Avoiding questions or contesting feedback will not lead to a productive appraisal process. Asking for help or providing feedback of your own can also be appropriate, as it can show a willingness to grow and improve in your role.

Question 5

'You have messed it up again. You are such a dill.' Which of the following is true in relation to this piece of feedback?
A) It is negative and general, and should be avoided completely.
B) It is negative and general, but would be acceptable if provided in a light-hearted manner.
C) It is negative but constructive, and so would be an acceptable way to address underperformance.
D) It is negative but corrective, and so would be an acceptable way to address underperformance.
E) It is negative, but would be acceptable if it was more specific.

Accepted Answer

The feedback is negative and general, lacking specificity and constructive elements, making it unhelpful and potentially demotivating. It does not provide any guidance on how to improve, which is why it should be avoided.

Question 6

Which of the following feedback approaches would be acceptable, in the right circumstances?
A) Keep doing these helpful things; stop doing these unhelpful things; and start doing these things.
B) Do more of these actions; do less of these actions; and behave and carry on practices the same as this one.
C) 'A very engaging presentation, although a little more detail on the importance of good housekeeping would have been good. Overall, though, very well done.'
D) Applying the hot-stove principle to skilled and experienced employees who 'know better'.
E) All of these responses are correct.

Accepted Answer

Each option represents a valid feedback approach tailored to different situations and audiences. A and B provide structured feedback on actions to continue, stop, or start. C offers positive reinforcement with a suggestion for improvement. D applies a disciplinary principle in a specific context, assuming it's done fairly and with clear communication.

Question 7

Intermittent feedback that is delivered either irregularly or randomly, but that is positive and specific, can be the most effective form of feedback provided that people are already doing a good job.

Accepted Answer

Intermittent positive and specific feedback can be more effective than constant feedback, as it keeps individuals motivated and engaged in their work. However, it is important that the feedback is delivered when people are already doing a good job, as negative feedback and criticism can be demotivating. The irregular or random nature of the feedback keeps individuals on their toes and encourages them to continue performing at a high level.

Question 8

Of the following, which would be the best way to begin giving feedback to an employee?
A) 'You haven't been able to…'
B) 'I didn't like the way you…'
C) 'You continue to let down your team…'
D) 'If you spend a more time on each submission, you should be able to…'
E) 'I'm not sure you even understand the serious problem you have created.'

Accepted Answer

Choice D starts with a constructive approach by providing an actionable suggestion for improvement. It also avoids using accusatory or negative language.

Question 9

Providing negative feedback to employees can be appropriate, as long as it is specific and either corrective or constructive.

Accepted Answer

Providing specific feedback that aims to correct or improve an employee's performance can be helpful in promoting growth and development within the organization. However, providing vague or overly negative feedback that is not specific to a particular behavior or action can be demotivating and harmful to the employee's morale.

Question 10

Criticism that is neither constructive nor corrective can not only cause resentment and damage relationships with employees, but also increase stress levels to the extent that creativity, memory, planning, thinking and other mental functions shut down and actually cause performance to worsen.

Accepted Answer

Criticism that is not constructive or corrective can have negative impacts on both relationships and performance, as it can cause stress levels to rise and impair key mental functions.

Quiz 15: Providing Formal and Informal Performance Feedback

Which of the following actions should a leader-manager avoid when providing constructive feedback to an employee?

'Your presentation was excellent, particularly the way you demonstrated market trends using charts and graphs.' This statement would best be described an example of:

In between your own performance appraisals, you should:

During your own performance appraisal, you should:

'You have messed it up again. You are such a dill.' Which of the following is true in relation to this piece of feedback?

Which of the following feedback approaches would be acceptable, in the right circumstances?

Intermittent feedback that is delivered either irregularly or randomly, but that is positive and specific, can be the most effective form of feedback provided that people are already doing a good job.

Of the following, which would be the best way to begin giving feedback to an employee?

Providing negative feedback to employees can be appropriate, as long as it is specific and either corrective or constructive.

Criticism that is neither constructive nor corrective can not only cause resentment and damage relationships with employees, but also increase stress levels to the extent that creativity, memory, planning, thinking and other mental functions shut down and actually cause performance to worsen.