Recently, private and public organisations have been using upward feedback to meet new challenges in human resource management in public administration. Most of the discussions dealing with the accurate use of ‘modern instruments’ like upward feedback for the management development process can be found outside Germany. Upward feedback focuses on managerial development rather than having a judgemental purpose.
This paper addresses literature research dealing with upward feedback, which suggests that upward feedback can lead to performance improvement. Most research studies discuss the use of this instrument in private companies or in local public agencies. There is almost nothing in the literature about whether upward feedback is used at the federal administrative level in Germany. Consequently, this the paper examines whether the instrument of upward feedback is really used rarely at the federal administrative level in Germany. To analyse whether the instrument of upward feedback is used at the federal administrative level in Germany the researcher designed a questionnaire, which was sent to all 15 supreme federal authorities (the Federal Chancellery and the fourteen Federal Ministries) and to 54 subordinate federal administrations along with information regarding the purpose of the research. Information from 69 respondents shows that 16 % of federal authorities are already using the instrument on a regular basis, one for ten years and another for eight years. Some 22 % are planning implementation in the near future and two of these have already undertaken a pilot project with good results.
The paper identifies salient concepts, in the field of upward feedback, which are currently being employed in the private and the public sector. No ideal approach can be found in either the literature or in practice. However, one fundamental conclusion was identified: it is not enough simply to receive feedback. An organisation has to take further aspects into account, for example to define and communicate the purposes of the feedback before starting the feedback programme, to help employees to interpret and react to the ratings and to set up rules on how managers are to deal with the results etc. If this is done, the instrument can be a powerful tool for managerial developmental purposes.
Table of Contents
1 Introduction
2 History
3 Development
3.1 New Public Management
3.2 Trends in Germany
3.3 Upward feedback
4 The theoretical background of the instrument ‘upward feedback’
4.1 Definition
4.2 The benefits of upward feedback
4.3 The purposes of the upward feedback
4.3.1 Appraisal versus Development
4.3.2 Cultural Change, Communication and Team work
4.3.3 Motivation
4.3.4 Improving Leadership through development
4.4 Overview of the formal components and anonymity versus open
4.5 Covered areas: Items to be rated
4.6 How to deal with feedback findings
5 The practical background of ‘upward feedback’
5.1 Methodology
5.2 Results
5.3 Limitations of the Research
6 Conclusion
7 Managerial Implications
8 References
9 Appendices
9.1 Appendix A: Glossary
9.2 Appendix B: German questionnaire sent to the respondents
9.3 Appendix C: English translation of the questionnaire sent to the respondents
Research Objectives and Focus
The research examines the implementation and impact of upward feedback systems within the German federal public administration to determine their utility in enhancing managerial effectiveness and development as part of the broader administrative modernization strategy.
- Analysis of the current use of upward feedback within the German federal public sector.
- Evaluation of theoretical concepts and practical models of upward feedback.
- Investigation into the relationship between upward feedback and managerial behavioral improvement.
- Assessment of the challenges and benefits associated with implementing feedback systems in public administration.
- Development of recommendations for human resource practices in federal agencies.
Excerpt from the Book
4.1 Definition
First of all the term feedback has to be defined. Ilgen et al. noted that feedback ‘at its most basic level […] is information received by an individual about his or her past behavior’ (Ilgen et al. 1979:351).
InterLink Training & Coaching LLC (2003) similarly describes feedback in general as ‘Providing information about the nature of an action and its result in relation to some criterion of acceptability. It provides the flow of information back to a person so that actual performance can be compared with planned performance. Feedback can be positive, constructive, or neutral.’ (Interlink 2003: http://www.interlinktc.com/public_html/definitions.html).
Nadler et al. (1976) define feedback as: ‘information provided to […] a person on the quantity, quality, or nature of its outputs’ (Nadler et al. 1976:63).
Reinecke defines upward feedback as all processes in a formal organisation which provide the direct superior information on his/her working behaviour and/or leadership behaviour and/or abilities and knowledge by one or more subordinates (Reinecke 1983).
Similarly Atwater et al. define upward feedback as ‘a process that involves the rating of supervisors by their respective subordinates on various behavioural dimensions, combined with formal feedback of the results to the supervisor’ (Atwater et al. 2000:275).
Summary of Chapters
1 Introduction: This chapter outlines the research aim to determine the usage and impact of upward feedback within the German federal administration in the context of modern management challenges.
2 History: This section describes the traditional, hierarchical German public administration model and the subsequent criticism regarding its lack of flexibility, highlighting the shift towards more open, team-oriented structures.
3 Development: This chapter provides an overview of New Public Management (NPM), relevant trends in Germany, and the historical development of the upward feedback instrument.
4 The theoretical background of the instrument ‘upward feedback’: This extensive chapter defines upward feedback and examines its benefits, purposes, formal components, and the controversy surrounding open versus anonymous feedback.
5 The practical background of ‘upward feedback’: This chapter presents the methodology and results of the conducted questionnaire, analyzing the current state of upward feedback implementation in German federal agencies.
6 Conclusion: The concluding chapter synthesizes the research findings, noting that while upward feedback can enhance self-awareness and performance, its success depends on careful organizational implementation.
7 Managerial Implications: This final section offers concrete recommendations for federal organizations to effectively implement upward feedback for managerial development and team-building.
Keywords
Upward feedback, New Public Management, German Federal Administration, Managerial development, Leadership style, Performance improvement, Human resource management, 360-degree feedback, Modernization strategy, Organizational change, Personnel appraisal, Feedback culture, Transformational leadership, Public sector, Administrative reform.
Frequently Asked Questions
What is the primary focus of this research?
The research focuses on the role, implementation, and effectiveness of upward feedback as a tool for managerial development within the federal public administration in Germany.
What are the main thematic areas covered?
Key themes include New Public Management (NPM), leadership development, cultural change in public administration, human resource management strategies, and the practical application of feedback instruments.
What is the research's primary objective?
The aim is to identify how upward feedback is currently used in the German federal sector and to provide substantiated recommendations for its application as a managerial development tool.
Which methodology is employed in this study?
The study utilizes a descriptive questionnaire sent to 15 supreme federal authorities and 54 subordinate federal administrations to gather data on current usage and future plans regarding feedback systems.
What topics are discussed in the main body of the paper?
The paper covers the theoretical foundations of upward feedback, comparison of feedback versus appraisal, the impact of feedback on motivation and team-building, and practical issues like anonymity versus openness.
What are the characterizing keywords of the work?
Important keywords include Upward feedback, New Public Management, German Federal Administration, Managerial development, Leadership style, and Organizational change.
How is upward feedback distinguished from performance appraisal?
The study emphasizes that upward feedback is primarily a developmental tool aimed at improvement, whereas appraisal is often linked to evaluative personnel actions like promotions or salary adjustments.
What were the results of the questionnaire regarding federal authorities?
The research found that approximately 16% of the surveyed federal authorities use upward feedback regularly, while 22% are planning implementation in the near future.
Why is anonymity considered important in this context?
Anonymity is presented as a fundamental requirement to minimize fears among employees, ensuring that they provide honest and critical feedback without fearing negative repercussions.
- Quote paper
- MBA, Dipl.-Verwaltungswirtin Gabi Scholz (Author), 2008, The role of upward feedback in effective Federal public administration in Germany - as part of the new public management and modernisation strategy, Munich, GRIN Verlag, https://www.grin.com/document/124974
