A manager-employee feedback system is an invaluable tool in enhancing the performance of a company. In most scenarios, a feedback gap exists between the manager and workers, especially when the former is high up in the hierarchy. Nevertheless, several managerial strategies can be implemented to close this gap. Creating a workspace where team members can amenably and respectfully give feedback is crucial in fostering a meaningful leader-employee relationship. It promotes transparency and connection between the workers and the manager, and this bond, in turn, forms the basis of psychological safety required for employees to vocalize their opinions (Gnepp et al., 2020). Genuine employee feedback provides an overview of the internal operations, highlights areas for improvement, and provides insight into curative strategies needed (Saedon et al., 2018). This response explains how managers can use feedback to foster meaningful relationships with their employees and elucidates some of the customs that managers should observe during this process.
Consistently creating feedback opportunities
A manager can foster strong work relationships with employees by consistently creating opportunities for direct feedback. Frontline workers feel alienated and unappreciated when the management overlooks their opinions on the company’s performance; therefore, managers ought to increase the number of times they ask for feedback (Saedon et al., 2018). Frequent opportunities for workers to give feedback build a deep level of transparency and trust between the manager and employee (Osborne & Hammoud, 2017). Managers can also improve the bond with employees by acting on feedback given. This entails considering employee thoughts and incorporating workers’ insights in eventual changes (Osborne & Hammoud, 2017). By responding to feedback, employees develop a sense of validation, which subsequently strengthens the leader-worker relationship.
Importance of communication in feedback systems
Communication is also an efficient tool for improving the manager-employee feedback system. Some workers are reluctant to provide feedback; therefore, a compelling speech from the manager would suffice to reduce reluctance. An administrator needs to communicate that he values employee feedback as this helps develop a positive bond with the team (Osborne & Hammoud, 2017). More importantly, it creates a safe space that invokes workers to be more open about their creative ideas (Osborne & Hammoud, 2017). Positivity while receiving and giving feedback is also beneficial to the manager-employee relationship. Managers should be respectful when providing negative feedback to workers. Similarly, managers should control their reactions and use reverent language when receiving employee feedback (Osborne & Hammoud, 2017). In cases where the administrator overreacts toward an employee’s response, the latter’s self-esteem decreases, which subsequently weakens the manager-employee bond.
Making managers more attentive to feedback
Directors should design systems that make them more attentive to employee feedback. For instance, a company may create an electronic system that highlights feedback emails as important. This keeps managers more alert to employees’ feedback (Gnepp et al., 2020). Additionally, leaders should implement incentives that encourage employees to share opinions without fear of reprisal. Safety assurance implores workers to be more authentic in their responses (Gnepp et al., 2020). Managers should not retaliate or threaten employees with adverse consequences. All feedback ought to be well-received and acted upon appropriately. Leaders should avoid using demeaning language or malicious acts to instill fear (Gnepp et al., 2020). Importantly, leaders should not assume employees have nothing to offer when no feedback is given. Instead, they should take it as a sign to investigate factors that are impeding employee feedback.
References
Gnepp, J., Klayman, J., Williamson, I. O., & Barlas, S. (2020). The future of feedback: Motivating performance improvement through future-focused feedback. PLOS ONE, 15(6), e0234444.
Osborne, S., & Hammoud, M. (2017). Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), 50–67.
Saedon, H., Salleh, S., Balakrishnan, A., Imray, C. H., & Saedon, M. (2018). The role of feedback in improving the effectiveness of workplace-based assessments: A systematic review. BMC Medical Education, 12(1).