Abstract:
Continuously changing work environment require the workforce to develop and change
with the same pace so it might be assumed that there should be growth in the
developmental feedback. In today’s modernized organizations the linkage between
supervisor and subordinate can play a fundamental role in determining the successful
fulfillment of the mission. Due to the scarcity of such performance evaluation systems
organizations have tiny or no vision regarding the success of the employees, their
learning and development gaps and training needs of the employees that are existing in
the organization and their effect over the performance of the people and their
productivity. Feedback given by the supervisors play vital role in the employee
development process where both the parties collectively work for the development and
learning of employees and become the reason for learning organizations. The feedback
gap broadens in result of a spiroid reaction where employee and manager support and
stimulate each other to neither receive nor give performance feedback. This spiroid
reaction continues an organizational culture that precludes learning
organizations..Problem is that many managers and subordinates do not recognize the
paybacks of effective performance management. They often view it as a paperwork
required by human resource department, where ratings need to be giving in to on a yearly
basis for keeping record purposes- an obligatory evil that permits the least investment of
time.If staff does not feel they are being treated justly, they become discouraged, or
worse, they may lawfully encounter the “organization’s performance management
practices”. This can result in serious difficulties that are costly, diverting, and harmful to
an organization’s standing and functioning.This research has been conducted in two of
the public sector organizations i.e. a Construction firm and a Petroleum firm in order to
identify the trend of feedback and role of performance management system in employee
development and growth. There are three perspectives involved in the research data that
is being collectedwhich includestop management (HR representatives), managers
(feedback givers) and employees (junior staff).
