Katherine Klein
It’s a commonly held belief, one that gets played out daily in organizations around the world: Employees who receive performance feedback are much more likely to improve their performance than those who don’t get feedback. But research tells us that it’s simply not true. Typically, performance after feedback improves only modestly — and over one-third of the time, it actually gets worse. People who receive … [ Read more ]
Content: Quotation | Author: Katherine Klein | Source: Knowledge@Wharton | Subjects: Human Resources, Management, Organizational Behavior, Training & Development
Pull, Don’t Push: Designing Effective Feedback Systems
To get favorable results from performance evaluations, evaluators must set positive expectations, showing that they believe improvements can be made, and that the feedback itself — even negative feedback — is an opportunity to learn rather than a punitive final word. They should also be willing to assist with concrete steps toward the suggested improvements, including coaching and goal setting. Done correctly, performance feedback can … [ Read more ]
Content: Article | Author: Katherine Klein | Source: Knowledge@Wharton | Subjects: Human Resources, Management, Organizational Behavior, Training & Development
Does Gender Diversity on Boards Really Boost Company Performance?
Many commentators suggest that gender diversity in the corporate boardroom improves company performance because of the different points of view and experience it offers. However, rigorous, peer-reviewed academic research paints a different picture. Despite the intuitive appeal of the argument that gender diversity on the board improves company performance, research suggests otherwise.
Results of numerous academic studies of the topic suggest that the presence of more … [ Read more ]
Content: Article | Author: Katherine Klein | Source: Knowledge@Wharton | Subjects: Corporate Governance, Women in Business