Analysis of Constructive and Non-Constructive Feedback in HRM

This report provides an analysis of constructive and non-constructive feedback within the context of Human Resource Management (HRM). It differentiates between the two feedback styles, offering examples of each in both informal and formal settings. The report highlights the impact of feedback on employee behavior, morale, and overall performance. Non-constructive feedback examples, such as ignoring employee efforts or using negative and provocative language, are contrasted with constructive approaches, which focus on positive reinforcement, future-oriented guidance, and descriptive language. The report emphasizes the importance of constructive feedback in fostering employee motivation, self-esteem, and a sense of value within the organization. The bibliography includes relevant academic sources supporting the analysis, making it a comprehensive resource for understanding effective feedback strategies in HRM.

Human resource
management

Non constructive feedback in Informal setting
 The feedbacks are provided to employees to demonstrate about their
accomplishment within the workplace or even might be due to lack of efforts
put towards the organisation.
 For example, there have been cases where the employer or HR manager has
ignored the good efforts of the employees, which changed the behaviours.
 The negative feedback points provided during non-constructive feedback
point at the lack of efforts of the employee or for any unethical conduct at
the organisation (Duffy 2013).
 Few examples of non-constructive feedbacks include:
 “You will need to master control procedures before we assign you this duty”.
 “I knew from day one that you had weak areas”. (Provocative and negative)

Constructive feedback in Informal
setting
 Providing constructive feedback to an employee in informal
setting could be vital for praising the performance of an
employee or for doing something good toward the organisation.
 Constructive feedback is good for both formal as well as informal
setting
 The feedback must be future focused, descriptive to present the
positive meaning behind it, keep the message of the feedback
motivating and encouraging too (Chen et al., 2013).
 For example, “What a great performance John. Hope you
remain as a major asset who can always contribute his
best towards our company. Thank You” easily presents the
constructive feedback about how it can drive employee
behaviour effectively

Non constructive feedback in
formal setting
 “What a great job did John do to complete that project!”, yet forget to
say it out loud many times. Many times the feedback for any individual
employee is provided with just a Yes or mere answer.
 The non-constructive feedbacks within a formal setting also lowers the
morale of the employee and affect the performances (Fong et al., 2018).
 Few examples have been presented below:
 “If I tell him that he did a good job, he’s going to rest of his laurels” –
comes from a combination of fear and belief.
 “He know very well that he had a great year anyway” – based on a
belief.
 “I have already given him a feedback on his work” – but was the
message really clear?

Constructive feedback in formal
setting
 Constructive feedbacks within a formal setting could improve self
esteem and appreciate the efforts of the employee.
 For example, “Mark, I appreciate the fact that you accept to put
in extra hours to help us. We need to complete this project by
tomorrow and without your collaboration, we’d never be able to
make it in time. Thank you!”
 This kind of motivating and polite words often make the
employees put their best for the organization and feel that they
have been valued by the company (Omer & Abdularhim, 2017).
 The constructive feedbacks must be descriptive and not
accusing, must make clear differentiation between the outcomes,
actions undertaken and the people involved in it.

Bibliography
 Duffy, K. (2013). Providing constructive feedback to students during
mentoring. Nursing Standard (through 2013), 27(31), 50.
 Chen, N. S., Wei, C. W., & Huang, Y. C. (2013). The integration of print
and digital content for providing learners with constructive feedback
using smartphones. British Journal of Educational Technology, 44(5),
837-845.
 Fong, C. J., Schallert, D. L., Williams, K. M., Williamson, Z. H., Warner,
J. R., Lin, S., & Kim, Y. W. (2018). When feedback signals failure but
offers hope for improvement: A process model of constructive
criticism. Thinking Skills and Creativity, 30, 42-53.
 Omer, A. A. A., & Abdularhim, M. E. (2017). The criteria of
constructive feedback: the feedback that counts. Journal of Health
Specialties, 5(1), 45.

Thank you