Here is the business report that you have requested for finding strategies for implementing constructive feedback in the workplace. I have prepared everything according to your specifications.
The purpose of this report was to identify and analyze ways to improve how feedback is delivered throughout businesses.
I did a lot of research on what it meant to give constructive feedback. After I read the journals that many experts put together about giving feedback, I organized it into a meaningful format. Then I made my recommendations with the help of these experts on how to fix these problems or implement these solutions that they have suggested. Working on this report taught me a lot about how I interact with others. This report taught me about empathy and respect. I really benefited from preparing this business report.
My findings were that the quality of feedback is measured in a complex way and that feedback should be looked at as a lengthy process. Feedback can also be used to teach skills to employees and improve their performance. When employees feel a sense of belonging, they tend to feel more motivated and seek advice. Negative feedback is by far the most challenging and the most complicated to approach. However, it is an essential part of being a great leader. Often managers who fear to distress their employees will avoid confrontation of negative feedback. This would prove to be self- defeating. Overall, feedback is a complicated skill to learn but can have meaningful benefits when done correctly.
Thank you for the opportunity to do this research and put together this report. I hope you like it and have a wonderful time reading through it. Maybe you will find some of these theories and strategies to be interesting and might even apply them in some way.

 
Strategies for Providing Constructive Feedback in the Workplace
 
 
Introduction
            There are many important aspects of a business to consider. One of the most crucial factors of running a business is giving proper feedback to employees. This is because if proper feedback is not given, then employee performance will suffer greatly. When employee performance suffers, the performance of a business will of course suffer. Employees can be one of the most valuable company assets when trained accordingly. Many businesses neglect to give feedback to their employees effectively or do not know how to give feedback appropriately. Strategies to provide feedback effectively in order to increase employee performance will be presented below. These strategies will include defining quality feedback, how to teach through feedback, how to create a sense of belonging amongst employees, and how to give constructive negative feedback. These strategies and recommendations can be used to dramatically increase the productivity and motivation of a work environment.
Quality of Feedback
            In order to reach or determine high quality feedback, several principles must be discussed. Some people will often wonder if it is appropriate to give feedback due to the effects that it has on employees. They may be worried that employees will be discouraged when given feedback, so it is best not to give feedback and let them figure things out for themselves. Some employers even tear themselves apart trying to figure out if they are giving feedback in appropriately. Different people will respond to feedback differently and this is widely dependent on who they are as a person, therefore feedback is something complex and cannot be observed as something linear (Mulder & Ellinger, 2013b). Feedback is also not a series of individual advice you give to employees, feedback is a long-term learning process that you implement for your employees (Mulder & Ellinger, 2013b). It would be ineffective to see feedback as only a downward process where a manager criticizes a subordinate. Feedback can be upwards where subordinates give feedback to managers or horizontally where peers give each other feedback (Mulder & Ellinger, 2013b). The goal of feedback in this case is to help each other perform better through different perspectives. All of these factors must be considered in order to improve the quality of feedback in a work environment.
Teaching Through Feedback
            The goal of feedback should be to create a learning process for employees so that they can develop their skills and performance. According to Mulder 2013, there are two approaches to learning which include formal and informal learning. Formal learning is proper learning through a specific academic or training course and informal learning is learning through application and through your own experience (Mulder, 2013). Proper feedback can be implemented to create or encourage informal learning. In order to maximize the quality and quantity of learning that occurs as a result of feedback, one must consider several factors. These factors include the content, delivery, and timing of the feedback (Mulder, 2013a). According to Mulder 2013, it is always best to incorporate a little positivity when giving feedback even if it is negative because positive feedback elicits the most performance. It is also important to deliver feedback in a manner that is not as aggressive and would be more considerate of someone’s feelings (Mulder, 2013a). Lastly, the timing of feedback is also crucial because if you deliver feedback right after the work performed, then it is more likely that the employee will connect his actions to the feedback given (Mulder, 2013a). If these three factors are considered and implemented properly then the learning effect of feedback will improve drastically.  Feedback should therefore be seen as a means to teach skills rather than pointing out mistakes.
Workplace Identity and Feedback
            One’s identity in a workplace is very instrumental to help someone perform better in the work environment because it gives them a sense of belonging. When people feel they belong to or identify with a certain group, goals become synchronized and organizational goals become more relevant. There are certain disadvantages such as group think but certain balances can be put into place such as managers that maintain balance amongst certain groups. Developing workgroups where individuals seek feedback on their own improves their sense of belonging to the group, and thus motivates them to perform better (Young & Steelman, 2014). Furthermore, creating a workplace environment where feedback is frequently and properly given to each other will enable employees to better identify themselves within a company (Young & Steelman, 2014). According to Young and Steelman 2014, a positive feedback environment consisting of positive manager and workgroup identities will continue to feed off each other and result in exponential performance growth. The goal here is to make sure that a sense of belonging is being developed within employees of a company so that they contribute more to organizational goals. This can be achieved through encouraging an environment of open feedback.
Constructive Negative Feedback
Lastly, but one of the most important topics is giving negative feedback effectively. Anyone can give positive feedback but giving negative feedback might be somewhat harder to approach. Giving negative feedback is a must in any business but rarely do you find someone who can give negative feedback in a constructive and supporting manner. If feedback is given in a way that is not demeaning, but rather supportive then employees are less likely to be negatively motivated and a road of improvement is paved for them (Sommer & Kulkarni, 2012). According to Sommer & Kulkarni 2012, the manner and quality of constructive feedback given has a direct effect on an employee’s job satisfaction and their behavior in the workplace. Thus, it is essential to give negative feedback in a constructive manner in order to improve workplace mood and behavior. Confronting an employee to give them negative feedback can be intimidating but avoiding confrontation for all together can lead to more dire consequences (Cooper & Sigmar 2012). According to Cooper and Sigmar 2012, there are six features that employees value in their managers which include: positive feedback for a job well done, empathy, respect, participatory management style, fair and equitable treatment of all employees, and listening skills. In order to have give positive feedback, you must highlight specific actions that an employee can improve on and give the employee instructions or standards to follow in order to improve (Cooper & Sigmar, 2012). It is also important to inform the employee of the positive outcomes that will arise once he has improved his performance and to give proper thanks for listening (Cooper & Sigmar, 2012). It is important to be empathetic when giving negative feedback so then confrontations can turn into opportunities to support each other (Cooper & Sigmar, 2012). Respect is an important aspect in almost every sort of human interaction. A manager must show respect to an employee by treating them fairly and giving feedback in a way that is non-threatening (Cooper & Sigmar, 2012). Employee support is greater when managers become more involved in work and show employees good behavior by practicing it themselves (Cooper & Sigmar, 2012). According to Cooper and Sigmar 2012, studies show that good listeners are highly valued as supervisors. Supervisors should not be afraid to approach their subordinates, they should look at it as an opportunity to correct an action that might harm their subordinates. Supervisors and subordinates should work together as a team to understand each other so that they can focus on achieving company goals.
Conclusions
            Feedback Quality. Feedback should always be of the highest quality to ensure that it is effective. The quality of feedback cannot be measured by simple standards. Response to feedback can differ from person to person. Feedback is not a single interaction but a long journey between people. Feedback does not flow in a single direction but in many different directions such as peer to peer and employee to manager (Mulder & Ellinger, 2013b).
            Teaching Through Feedback. In order to utilize feedback as a tool for teaching important skills to employees, several factors must be considered. Some positivity must be included in every sort of feedback, managers must deliver feedback in a manner that is considerate, and feedback must be given right after an action is performed in order to improve upon that action (Mulder, 2013a).
            Workplace Identity and Feedback. An employee’s identity in a certain organization is paramount to his teamwork and performance in a company. It is important to establish these workgroup identities by creating an environment where positive feedback is encouraged. This would then lead to an overall positive work environment that improves upon itself (Young & Steelman, 2014).
            Constructive Negative Feedback. Giving positive feedback to employees is often easy but delivering negative feedback constructively is challenging. Giving unconstructive negative feedback will result in demotivating employees (Sommer & Kulkarni, 2012). It is important to avoid neglecting employees by not giving them negative feedback. It is best to take corrective measures to improve feedback, but it must be done correctly. In order to do this, one must show an employee empathy and respect. The behavior that needs correction must be explicitly stated and corrective guidance must be given. Managers must also actively listen to their employees about other concerns they may have and thank them for their understanding (Cooper & Sigmar, 2012).
Recommendations
            Improving Quality of Feedback. Managers can improve quality of feedback by catering feedback to each individual. This can be done by first learning about all employees so that you can deliver feedback to employees in a manner that suits them the best. A way to look at feedback in a different time perspective is to develop progress reports. These progress reports can also be used to generate milestones that employees have completed. This can be used to reflect upon an employee’s success and improvement. Anonymous surveys can be given to employees about how they feel about their managers. This will encourage managers to perform better and care more about their employees. Peer to peer review is also an effective way to improve employee performance and collaboration. All current employees should be trained and knowledgeable in their department so that cross training between employees can be possible, this will lead to feedback being seen as an everyday learning opportunity (Mulder & Ellinger, 2013b).
            More Learning Through Feedback. Encourage managers to include a sentiment of positivity whenever they give feedback to an employee. Remind managers to implement an indirect approach when giving negative feedback to employees. Instate company policy to give quick or immediate feedback to employees so that behavior can be corrected effectively. Time and expenses can be saved by creating more on the job training opportunities. This way employees will be directly influencing the success of a company while they are being trained. Managers should have mandatory training and knowledge on how to develop the skills of their subordinates through both their skills of giving feedback and their professional skills (Mulder, 2013a).
            Create a Sense of Belonging. By implementing a corporate culture that is accepting and supportive of each other, more feedback will be given amongst employees. Employees might even start seeking feedback themselves. This will result in maximum efficiency and performance. Teams should be created within various departments to encourage competition amongst groups. Also, it would help to bring relationships between coworkers and supervisors closer together. This would help to create a sense of belonging to a team or family. Creating a review system that is centered around peer review will be beneficial because employees view peer feedback as more relevant, honest, and empathetic (Young & Steelman, 2014).
            Giving Negative Feedback in a Constructive Manner. Career development and training programs can be implemented by the Human Resource department to better train managers on how to handle constructive feedback (Sommer & Kulkarni, 2012).  Maintain a mandatory information session for managers every quarter that reminds managers the importance of corrective feedback and confrontation. It would be interesting to implement a program that has all the bosses perform the tasks normally done by the lower level employees. This will create a sense of empathy and understanding between subordinates and bosses. Bosses and subordinates will also be bonded closer together so that they are more open with each other. Managers should also have to read constructive comments from their subordinates every quarter and respond to them. This will ensure that the lower level employees are heard, and that the managers reflect on their performance as managers.
            In conclusion, feedback is a complex tool that if implemented right can be extremely beneficial to a company. When giving feedback it is important to not give feedback inappropriately. This will be counterintuitive and can lead to employees becoming discouraged. When implementing the strategies stated above, a company’s feedback delivery can be improved to a great extent. This is definitely worthwhile for a company because to improve feedback means improving employee value. Training programs should be set into companies that have high employee turnover or low morale. If employees do their jobs better, the effects on a business can be immeasurable but extreme. Both managers and subordinates will all benefit and be thankful for it.
 
 
 
References
1. Cooper, T., & Sigmar, L. (2012). Constructive supervisory confrontation: What employees want. International Journal of Management & Information Systems, 16(3), 255
2. Mulder, R. H. (2013a). Exploring feedback incidents, their characteristics and the informal learning activities that emanate from them. European Journal of Training and Development, 37(1), 49-71.
3. Mulder, R. H., & D. Ellinger, A. (2013b). Perceptions of quality of feedback in organizations. European Journal of Training and Development, 37(1), 4-23.
4. Sommer, K. L., & Kulkarni, M. (2012). Does constructive performance feedback improve citizenship intentions and job satisfaction? The roles of perceived opportunities for advancement, respect, and mood. Human Resource Development Quarterly, 23(2), 177-201.
5. Young, S., & Steelman, L. (2014). The role of feedback in supervisor and workgroup identification. Personnel Review, 43(2), 228-245.
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