which they can be measured. Many personnel managers.

which they can be measured. Many personnel managers.
would agree with this and point out that performance feedback based on subjective judgments is often more a
minor of the appraiser than the appraisee as the following
Anny ~xample shows: 'This officer is keenly analytical and his highly developed mentality could best be used in the research and development field. He lacks common sense.
The supporters of feedback through performance appraisal reject the approach typified by the following manager involved in my study: If subordinates are good men, they will make an objective judgment of their own
progress-they don't need me to tell them. We all work in the basis here that no news is good news.'
How much honest feedback could a boss expect to '
this sort of opening remark: 'I want you to tell me candidly what's wrong with our section-even if it means losing your job!' On a somewhat grander scale one
wonders how much honest criticism absolute dictators like Hitler received from their advisors, or kings, like Henry vm receive from their wives.

A general lack of feedback seems quite common in Britain. A lack of cost infOlmation was placed third in a list of problems restricting productivity during the poll of works managers mentioned earlier, and in only two of the seven electronics firms was time set aside at least annually for superior-subordinate pairs to discuss in some detail the problems involved in the .subordinate' s job.
Without any degree of feedback on his performance, the subordinate will find it difficult to control or conect his behaviour. When performance is thought to be an important factor in promotions and salary increases, this 'non-feedback' may lead to feelings of insecurity and