Performance Feedback Type and Employees' Subsequent Willingness to Help Other Employees

2018 ◽  
Vol 31 (3) ◽  
pp. 25-39 ◽  
Author(s):  
Paul W. Black ◽  
Andrew H. Newman ◽  
Bryan R. Stikeleather ◽  
Nathan J. Waddoups
Keyword(s):  
Performance Feedback ◽  
Helping Behavior ◽  
Individual Performance ◽  
Data Availability ◽  
Production Task ◽  
Feedback Systems ◽  
Feedback Type ◽  
Management Accountants ◽  
Individual Feedback ◽  
Willingness To Help

ABSTRACT We investigate whether the type of performance feedback (individual versus relative) firms provide employees on one task alters employees' willingness to help other employees on a subsequent, unrelated task. Consistent with prior research, results from our experiment show that employees perform better on a production task when they receive relative performance feedback as opposed to individual performance feedback about the task. However, we document that the valence of RPI feedback appears to moderate the effect of RPI on subsequent helping behavior. Specifically, those who receive RPI feedback indicating that they performed (better) worse than another participant exhibit (lower) higher levels of helping behavior relative to those who receive only individual feedback. Our results highlight the complex tradeoffs confronting managers and management accountants when designing performance feedback systems and the need for them to consider employees' tasks holistically rather than in isolation when deciding what type of performance feedback to provide. JEL Classifications: C71; M41; J31. Data Availability: Available upon request.

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 Does Individual Performance Feedback Increase the Use of Retrieval Practice?

2021 ◽  
Author(s):  
Luotong Hui ◽  
Anique B. H. de Bruin ◽  
Jeroen Donkers ◽  
Jeroen J. G. van Merriënboer
Keyword(s):  
Performance Feedback ◽  
Test Scores ◽  
Testing Effect ◽  
Retrieval Practice ◽  
Individual Performance ◽  
Long Term Effects ◽  
Short Term ◽  
Individual Feedback ◽  
The Individual

AbstractThe testing effect—the power of retrieval practice to enhance long-term knowledge retention more than restudying does—is a well-known phenomenon in learning. However, retrieval practice is hardly appreciated by students and underutilized when studying. One of the reasons is that learners usually do not experience immediate benefits of such practice which often present only after a delay. We therefore conducted 2 experiments to examine whether students choose retrieval practice more often as their learning strategy after having experienced its benefits. In Experiment 1, students received individual feedback about the extent to which their 7-day delayed test scores after retrieval practice differed from their test scores after restudy. Those students who had actually experienced the benefits of retrieval practice appreciated the strategy more and used it more often after receiving feedback. In Experiment 2, we compared the short-term and long-term effects on retrieval practice use of individual performance feedback and general instruction about the testing effect. Although both interventions enhanced its use in the short term, only the individual feedback led to enhanced use in the long term by those who had actually experienced its benefits, demonstrating the superiority of the individual feedback in terms of its ability to promote retrieval practice use.

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.

Referent Cognitions and Budgetary Fairness: A Research Note

2001 ◽  
Vol 13 (1) ◽  
pp. 91-105 ◽  
Author(s):  
Theresa Libby
Keyword(s):  
Individual Performance ◽  
Research Note ◽  
Incentive Contract ◽  
Production Task ◽  
Process Mean ◽  
Contract Performance ◽  
Stretch Targets ◽  
Referent Cognitions ◽  
Budgeting Process

This study examines the effects of fairness in budgeting on individual performance in a nonparticipative budgeting setting. An experiment was conducted in which subjects performed a production task and were compensated under a budget-based incentive contract. Performance was lowest when an unfair budget target was assigned using an unfair budgeting process. When the budget target assigned was fair, the fairness or unfairness of the budgeting process had no effect on performance. When an unfair budget target was determined using a fair budgeting process, mean performance was not significantly different from mean performance of the subjects assigned fair budget targets. Implications of this result in assigning stretch targets are discussed.

Private and Public Relative Performance Information under Different Compensation Contracts

2012 ◽  
Vol 88 (1) ◽  
pp. 327-350 ◽  
Author(s):  
Ivo D. Tafkov
Keyword(s):  
Individual Performance ◽  
Relative Performance ◽  
Data Availability ◽  
Performance Information ◽  
Public And Private ◽  
Compensation Contracts ◽  
Private And Public ◽  
Relative Performance Information ◽  
Wage Contract ◽  
Positive Effect

ABSTRACT: This study investigates the conditions under which providing relative performance information to employees has a positive effect on performance when compensation is not tied to peer performance. Specifically, I investigate, via an experiment, the effect of relative performance information (present or absent) on performance under two compensation contracts (flat-wage or individual performance-based). Given the presence of relative performance information, I examine the effect of the type of relative performance information (private or public) on performance. Using theory from psychology, I predict and find that relative performance information positively affects performance under the two compensation contracts and that this positive effect is greater under an individual performance-based contract than under a flat-wage contract. I also predict and find that, although both public and private relative performance information have a positive effect on performance, the effect is greater when relative performance information is public. Data Availability: Data are available from the author on request.

Nonlinear Compensation for High Performance Feedback Systems With Actuator Imperfections

2013 ◽  
Author(s):  
Cameron L. Mock ◽  
Zachary T. Hamilton ◽  
Dustin Carruthers ◽  
John F. O’Brien
Keyword(s):  
Performance Feedback ◽  
High Performance ◽  
Vibration Suppression ◽  
Actuator Saturation ◽  
Design Method ◽  
Nonlinear Feedback ◽  
Feedback Systems ◽  
Performance Requirements ◽  
Common Causes ◽  
And Performance

Measures to reduce control performance for greater robustness (e.g. reduced bandwidth, shallow loop roll-off) must be enhanced if the plant or actuators are known to have nonlinear characteristics that cause variations in loop transmission. Common causes of these nonlinear behaviors are actuator saturation and friction/stiction in the moving parts of mechanical systems. Systems with these characteristics that also have stringent closed loop performance requirements present the control designer with an extremely challenging problem. A design method for these systems is presented that combines very aggressive Nyquist-stable linear control to provide large negative feedback with nonlinear feedback to compensate for the effects of multiple nonlinearities in the loop that threaten stability and performance. The efficacy of this approach is experimentally verified on a parallel kinematic mechanism with multiple uncertain nonlinearities used for vibration suppression.

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.

Finding Your Feedback Fit: Strategies for Designing and Delivering Performance Feedback Systems

2011 ◽  
Vol 14 (1) ◽  
pp. 29-46 ◽  
Author(s):  
Erin E. Barton ◽  
Kiersten Kinder ◽  
Amy M. Casey ◽  
Kathleen M. Artman
Keyword(s):  
Performance Feedback ◽  
Feedback Systems
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