Who are You to Tell Me that?! The Moderating Effect of Performance Feedback Source and Psychological Entitlement on Individual Performance

2016 ◽  
Author(s):  
Kip Holderness ◽  
Kari Joseph Olsen ◽  
Todd A. Thornock
Keyword(s):  
Performance Feedback ◽  
Individual Performance ◽  
Moderating Effect ◽  
Psychological Entitlement ◽  
Feedback Source

Who Are You to Tell Me That?! The Moderating Effect of Performance Feedback Source and Psychological Entitlement on Individual Performance

2016 ◽  
Vol 29 (2) ◽  
pp. 33-46 ◽  
Author(s):  
D. Kip Holderness ◽  
Kari Joseph Olsen ◽  
Todd A. Thornock
Keyword(s):  
Performance Feedback ◽  
Performance Monitoring ◽  
Organizational Structures ◽  
Individual Performance ◽  
Monitoring Tool ◽  
Subsequent Performance ◽  
Peer Reviews ◽  
Psychological Entitlement ◽  
Source Level ◽  
Feedback Source

ABSTRACT As organizational structures have become more flat, firms are increasing the use of peer reviews as a performance monitoring tool. Research suggests that the effectiveness of performance feedback, particularly negative feedback, depends on the feedback source and the recipient's sense of psychological entitlement. We conduct an experiment wherein we manipulate the valence and source level of performance feedback and examine how psychological entitlement moderates the effect of feedback on subsequent performance. We find that when providing negative performance feedback, the effect of feedback source on performance is moderated by the level of psychological entitlement of the feedback recipient. Specifically, relative to peer feedback, the effectiveness of feedback from a superior increases with the feedback recipient's entitlement. We also find that psychological entitlement and source level do not affect responses to positive feedback. Our results suggest that companies should encourage supervisors to deliver negative performance feedback, particularly to psychologically entitled employees.

Conducting Midterm Performance Reviews: An Exercise for Teaching Performance Management

2017 ◽  
Vol 3 (1) ◽  
pp. 7-19
Author(s):  
Rebecca A. Bull Schaefer
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Individual Performance ◽  
Performance Management Systems ◽  
Face To Face ◽  
Performance Review ◽  
Performance Reviews ◽  
Multiple Measure ◽  
Full Class

Although the annual performance review has received much criticism from practitioners and researchers alike, organizations continue to use coaching and/or reviews to maximize employee effectiveness and minimize liabilities. A semester class is a great context to practice skills relating to tracking and reviewing performance. This article describes how management instructors can implement performance reviews as an experiential exercise designed to improve students’ confidence related to receiving performance feedback. During a “Performance Appraisal Week,” instructors conduct individual performance reviews designed to discuss individual students’ class performance and elicit student–teacher feedback. Students experience the emotions of a professional face-to-face review, practice multiple-source and multiple-measure feedback interpretation, engage in performance-related dialogue, and consider plans to meet goals. During a full-class reflection and debrief, students apply concepts and discuss elements of performance management systems, and they build their confidence in how to navigate performance-related feedback discussions.

Redundant Automation Monitoring: Four Eyes Don’t See More Than Two, if Everyone Turns a Blind Eye

2018 ◽  
Vol 60 (7) ◽  
pp. 902-921 ◽  
Author(s):  
Dietlind Helene Cymek
Keyword(s):  
Team Performance ◽  
Performance Feedback ◽  
Failure Detection ◽  
Individual Performance ◽  
Social Loafing ◽  
Expected Gain ◽  
Individual Feedback ◽  
Monitoring Behavior ◽  
To Receive ◽  
Working Alone

Background: In safety-critical and highly automated environments, more than one person typically monitors the system in order to increase reliability. Objective: We investigate whether the anticipated advantage of redundant automation monitoring is lost due to social loafing and whether individual performance feedback can mitigate this effect. Method: In two experiments, participants worked on a multitasking paradigm in which one task was the monitoring and cross-checking of an automation. Participants worked either alone or with a team partner on this task. The redundant group was further subdivided. One subgroup was instructed that only team performance would be evaluated, whereas the other subgroup expected to receive individual performance feedback after the experiment. Results: Compared to participants working alone, those who worked collectively but did not expect individual feedback performed significantly less cross-checks and found 25% fewer automation failures. Due to this social loafing effect, even the combined team performance did not surpass the performance of participants working alone. However, when participants expected individual performance feedback, their monitoring behavior and failure detection performance was similar to participants working alone and a team advantage became apparent. Conclusion: Social loafing in redundant automation monitoring can negate the expected gain, if individual performance feedback is not provided. Application: These findings may motivate safety experts to evaluate whether their implementation of human redundancy is vulnerable to social loafing effects.

scholarly journals Contradictory yet Coherent? Inconsistency in Performance Feedback and R&D Investment Change

2015 ◽  
Vol 44 (2) ◽  
pp. 658-681 ◽  
Author(s):  
Gerardus J. M. Lucas ◽  
Joris Knoben ◽  
Marius T. H. Meeus
Keyword(s):  
Selective Attention ◽  
Performance Feedback ◽  
Peer Group ◽  
Individual Performance ◽  
Future Research ◽  
Feedback Signal ◽  
Opposite Case ◽  
Theoretical Mechanism ◽  
The Individual ◽  
The Impact

In this paper, we study to what extent inconsistent feedback signals about performance affect firm adaptive behavior in terms of changes made to research-and-development (R&D) investments. We argue that inconsistency in performance feedback—based on discrepancies between two distinct performance signals—affects the degree to which such investments will be changed. Our aim is to show that accounting for inconsistent performance feedback is necessary as predictions for the direction of change in R&D investments based on the individual performance feedback signals are contradictory. Furthermore, we contribute by proposing a holistic consideration mechanism as an alternative to the selective attention mechanism previously applied to inconsistent performance feedback. Our findings show that the impact of inconsistency depends on the exact configuration of the underlying performance feedback signal discrepancies. While consistently negative performance feedback signals would amplify their impact in stimulating increased R&D investments, inconsistent performance feedback signals created more nuanced effects. Having lower performance compared to an industry-based peer group—despite doing well compared to the previous year—made firms decrease their R&D investments. For the opposite case of inconsistent performance feedback, we did not find an effect on change in R&D investments. These findings support to a degree our contention that explaining the effects of inconsistent performance feedback requires a holistic consideration theoretical mechanism instead of one involving selective attention. In sum, these findings suggest future research should take into account the differences between distinct instances of inconsistent performance feedback.

scholarly journals Motivation Factors Affecting the Job Attitude of Medical Doctors and the Organizational Performance of Public Hospitals in Warsaw, Poland

2020 ◽  
Author(s):  
Malgorzata Chmielewska ◽  
Jakub Stokwiszewski ◽  
Justyna Filip ◽  
Tomasz Hermanowski
Keyword(s):  
Organizational Performance ◽  
Performance Feedback ◽  
Hospital Setting ◽  
Individual Performance ◽  
Public Hospitals ◽  
World Health ◽  
Healthcare Sector ◽  
Social Aspect ◽  
Medical Doctors ◽  
Motivation Factors

Abstract Background: This paper explores the relationship between organizational performance of hospitals and selected motivation factors that affect the attitude to work among medical doctors at public hospitals.Methods: This study was based on World Health Organization questionnaires designed to estimate motivation factors and to measure the levels of organizational performance of hospitals in the social aspect. A survey was conducted among physicians (N=249) with either surgical or non-surgical specialty, in 22 departments/units of general public hospitals in Warsaw (Poland).Results: The survey revealed that motivation factors related to “quality and style of supervision” have the greatest impact on the hospital’s organizational performance (Spearman's rank correlation coefficient = 0.490; p<0.001), whereas “performance feedback” was rated the lowest among the surveyed healthcare professionals (54% of physicians). Conclusion: The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a role model) in order to establish specific rules on how to share performance feedback among individual physicians. This study makes a research contribution to literature on human resource management in the healthcare sector, highlighting the importance of social aspects in improving organizational performance in a hospital setting.

scholarly journals In absence of money: a field experiment on volunteer work motivation

2020 ◽  
Author(s):  
Vanessa Mertins ◽  
Christian Walter
Keyword(s):  
Field Experiment ◽  
Performance Feedback ◽  
Work Motivation ◽  
Individual Performance ◽  
Non Profit ◽  
Natural Field Experiment ◽  
Greeting Cards ◽  
Critical Resource ◽  
Work Done ◽  
Positive Effect

Abstract Although volunteers are a critical resource for non-profit organizations, little is known about how best to motivate them to work. A non-profit organization asked episodic volunteers to produce handmade greeting cards to sell at a fundraising event. By running a natural field experiment, we study the effect of motivating these volunteers through (a) the opportunity to vote on how the money that was raised would be spent and (b) the prospect of individual performance feedback. We find an economically and statistically significant positive effect of both tools on the quantity of work done, while the quality is mostly unaffected. Moreover, we observe significant gender differences in responsiveness to the treatments. While the prospect for feedback is more motivating to men, women respond more strongly to the opportunity to decide how the money would be spent. Empowerment seems to be a simple way to increase engagement for people with low enjoyment.

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