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Using feedback in organizational consulting / Jane Brodie Gregory, PDRI, Paul E. Levy, Department of Psychology, University of Akron.

By: Gregory, Jane Brodie [author.].
Contributor(s): Levy, Paul E. (Paul Edgar), 1962- [author.].
Series: Fundamentals of consulting psychology book series.Publisher: Washington, D.C. : American Psychological Association, 2015Description: xi, 152 pages ; cm.Content type: text Media type: unmediated Carrier type: online resourceISBN: 9781433819513 (paperback); 1433819511 (paperback); 9781433819520 (digital, undefined format); 143381952X (digital, undefined format).Subject(s): Feedback (Psychology) | Communication in organizations | Organizational effectiveness | Organizational behavior | Psychology, Industrial | Psychology | Communication | Psychology, IndustrialAdditional physical formats: OriginalDDC classification: 001 Online resources: Fulltext available via EBSCOhost - Shibboleth login required Also issued in print.
Contents:
Introduction -- Laying the foundation : classic models of feedback in organizations -- How feedback and goals drive behavior : control theory -- Getting to the point : the feedback message -- Feedback delivery and the role of the feedback provider -- Perception is reality : the role of individual differences in the feedback process -- Context matters -- The role of feedback in human capital and talent management processes -- Recommendations for practice and directions for future research.
Summary: "Feedback is an essential part of communication, coaching, management, and human resource practices. Yet the essential elements that make feedback more effective often fail to go beyond the pages of academic journal articles and into the workplace where they could greatly improve communication and performance. This book is an easy-to-use resource that applies classic and current research findings to create actionable, evidence-based tactics that consulting psychologists, consultants, managers, and human resources personnel can use to improve feedback exchanges in any work environment. The authors present a simple and straightforward model of the feedback process that includes four critical elements that can make or break a feedback exchange: the actions and behaviors of the feedback provider; the content of the message; the beliefs and perceptions of the feedback recipient, and; the context in which feedback is provided. Each chapter includes a case example that highlights key takeaways from the research and illustrates how consultants can apply these concepts and strategies in real scenarios"--Publicity materials. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
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Item type Current location Collection Call number Status Notes Date due Barcode Item holds
E-BOOK E-BOOK Tavistock and Portman Library
electronic full-text resource
Psycbooks via EBSCOhost E-BOOK (Browse shelf) Available Shibboleth login
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Includes bibliographical references and index.

Introduction -- Laying the foundation : classic models of feedback in organizations -- How feedback and goals drive behavior : control theory -- Getting to the point : the feedback message -- Feedback delivery and the role of the feedback provider -- Perception is reality : the role of individual differences in the feedback process -- Context matters -- The role of feedback in human capital and talent management processes -- Recommendations for practice and directions for future research.

"Feedback is an essential part of communication, coaching, management, and human resource practices. Yet the essential elements that make feedback more effective often fail to go beyond the pages of academic journal articles and into the workplace where they could greatly improve communication and performance. This book is an easy-to-use resource that applies classic and current research findings to create actionable, evidence-based tactics that consulting psychologists, consultants, managers, and human resources personnel can use to improve feedback exchanges in any work environment. The authors present a simple and straightforward model of the feedback process that includes four critical elements that can make or break a feedback exchange: the actions and behaviors of the feedback provider; the content of the message; the beliefs and perceptions of the feedback recipient, and; the context in which feedback is provided. Each chapter includes a case example that highlights key takeaways from the research and illustrates how consultants can apply these concepts and strategies in real scenarios"--Publicity materials. (PsycINFO Database Record (c) 2015 APA, all rights reserved).

Also issued in print.

Electronic reproduction. Washington, D.C. : American Psychological Association, 2015. Available via World Wide Web. Access limited by licensing agreement. s2015 dcunns

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