I recently celebrated my one year anniversary with Embry Riddle. I also received my first annual performance review. Unlike my last employer, my supervisor and ERAU as an organization value and understand the importance of goals and how goals and performance are intertwined. Prior to my evaluation I was given the opportunity to review the evaluation form that would be used in my performance review. The evaluation form includes a section for Last Year's Goal Results (which for me did not apply to this review), Set Next Year's Goals, and Supervisor Goals for Next Year.
Here are the goals I set for myself for the next year:
1. Continue t develop and build personal relationships with my students in an effort to provide the highest quality of service possible in order to effectuate maximum student enrollments.
2. Challenge myself to continually improve my daily processes and maximize my contributions to the graduate team enabling us to achieve current and future goals set forth by our Director.
3. Exceed enrollment target goals for each term.
4. Take advantage of any training offered by the university that will enable me to become more efficient in my capacity as an advisor.
Here are the goals set by my supervisor:
1. Successfully maintain a matriculation rate of 75% of students who enroll within one year of admission.
2. Work on a project or team initiative to assist with student engagement and connection to the university.
Wolf (2012) wrote "One of the instruments used by management to ensure work efficiency and a
trustworthy relationship between an employee and his manager is the
personal feedback. The feedback is usually given to the employee by his
superior, and represents an estimate of the employee's job performance
and efforts in and for the company." The feedback that I received as part of my evaluation really inspired me to want to commit myself to do everything within my control to accomplish our team goals. I think the same could be said for the other members of my team. Upon completion of our evaluations, we took it upon ourselves to meet independently of our supervisor to discuss action plans to meet our future goals and to solicit feedback from one another. Brown (2011) states "Employees are more committed to self-set goals than to goals assigned by a manager. This is not to say that the manager is a passive bystander when employees set goals but that the manager and employee are mutually involved in setting goals." (p. 321). This is true of the communication between my supervisor and the rest of my team. I consider myself fortunate to work with such a great group and to be part of this team.
I think Brown's contention that "Eighty five percent of younger workers wanted frequent and candid performance feedback compared to only 50 percent for older workers." (p. 322) is highly probable. But why? I think that modern organizations have modeled their companies with an emphasis on high-efficiency teams and have adopted this position in order to become more competitive in today's environment.
With respect to this course I have tried my best to be active and vocal in order to attain the team goals we set forth in our charter. While one of our main goals for us was to openly communicate with one another, for us it is one we are still ironing the kinks out of. Compton, Green, & McComb wrote "Goals alone, however, are not enough. A high level of performance
requires that -all- involved parties -have, a- common or overlapping
understanding of the group's objectives, their own responsibilities
toward those objectives, and the procedures they will use to attain
their objectives"
I hope that we all pull together and overcome any initial drawbacks we may be experiencing whether it be due to geographical location, work commitments, or personal commitments. I think feedback can be viewed as either positive or negative depending on the type of feedback you receive and whether or not you agree with the consensus. I personally welcome any feedback be it from my manager or a classmate. If there is a better way for me to achieve a common goal then I welcome the feedback. I am open to all suggestions and recommendations. Some other may not be but for me I treat everything I do as a learning experience and the only thing that I am certain of is that I will never know it all!
Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.
McComb, S. A., Green, S. G., & Compton, W. D. (1999). Project goals, team performance, and shared understanding. Engineering Management Journal, 11(3), 7-12. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/208972931?accountid=27203
Wolf, R. (2012). PERSONAL FEEDBACK AS A TOOL FOR GOOD MANAGEMENT. Mustang Journal of Business and Ethics, 3, 113-121. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1260996572?accountid=27203
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