A feedback culture for a performance culture

Open access

Abstract

In today’s business world people have to face complexity, unpredictability and continuous change. In a worldlike this, time is the most requested resource and, apparently, everybody blames time for non-accomplishing business objective and good relationships between colleagues. Thus, feedback becomes a requested instrument that might help people within organizations to achieve the desired performance. When speaking of feedback, we will refer to its definition and perception about it within organization, but also outside organization between, different actors on the commercial processes, therefore several levels will be approached. On vertical, the transfer top-bottom and bottom-top (different hierarchical levels) and on horizontal, the transfer between peers but also between clients and providers and vice versa.More and more companies are looking for development programs that develop team cohesion. In order to createa performance culture and feedback to be practice as a development tool, we will identify a series of competencies to be developed, so that in the end to have an answer to the question: Can a feedback culture build a performance culture? The proposed article’sobjective is to bring your attention to what leaders and members of an organization can do in order to ensure a proper culture of performance based on feedback. The article is based on a critical analysis of literature and a qualitative analysis of the opinions investigated by the author into practice.

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