The Effects of Temporal Placement of Feedback on Performance With and Without Goals

ABSTRACT

This report from the field evaluated the effects of temporal placement of feedback, and presence or absence of stated goals, on employee skill acquisition in the context of an organization-wide training. Four conditions were examined: feedback before performance with goals, feedback before performance without goals, feedback after performance with goals, and feedback after performance without goals. The results of this study found no statistically significant difference in performance across the four conditions.     

The Interaction Effects of Frequency and Specificity of Feedback on Work Performance

ABSTRACT

This study investigated the interaction effect between specificity (specific vs. global) and frequency of feedback (frequent vs. infrequent) on the quality of work performance. Eighty participants were recruited and randomly assigned to one of the four groups: specific and frequent feedback, global and frequent feedback, specific and infrequent feedback, and global and infrequent feedback. A 2 × 2 factorial design was adopted. Participants were asked to work on a simulated order-fulfilling task and attended 24 sessions. The dependent variable was the error rate of the completed tasks. The results showed that more frequent feedback was more effective and specific feedback was more effective than global feedback in improving the quality of performance. Furthermore, an interactive effect between feedback frequency and specificity was found. Specific feedback was more effective than global feedback when the feedback was infrequent, but global feedback was comparable to specific feedback when it was frequent.     

Considerations in Feedback Delivery: The Role of Accuracy and Type of Evaluation

Performance feedback remains a commonly implemented and successful intervention within organizational behavior management, but a comprehensive understanding of the components that influence the effectiveness of feedback tends to be lacking. The present study sought to contribute by analyzing the variables of accuracy (contingent on or independent of performance) and evaluation type (supportive or critical judgments) on performance using a simulated work environment. A total of 75 undergraduate students were randomly assigned to 1 of 4 experimental conditions: (a) contingent and supportive feedback, (b) contingent and critical feedback, (c) independent and supportive feedback, or (d) independent and critical feedback. Outcomes suggested that contingent feedback improved performance relative to independent feedback, however, no differences were found between supportive and critical types of feedback. The need for additional research into the functional and formal elements of effective feedback is also discussed.     

Relative Effects of Daily Feedback and Weekly Feedback on Customer Service Behavior at a Gas Station

The relative effects of daily and weekly feedback on customer service behavior at a gas station were assessed using an ABC within-subjects design. Four critical service behaviors were identified and measured daily. After baseline (A), weekly feedback (B) was introduced, and daily feedback (C) was introduced in the next phase. The results indicated that the service behaviors improved when the weekly feedback was introduced and improved further when the daily feedback was introduced.     

Effects of Positive and Negative Feedback Sequence on Work Performance and Emotional Responses

Performance feedback has been broadly used within Organizational Behavior Management. However, the specifics regarding the most effective type of feedback still merits careful investigation, including the use of positive and negative sequences of feedback. The current study randomly assigned participants to receive one of the following sequences: (a) positive-positive feedback, (b) positive-negative feedback, (c) negative-positive feedback, and (d) negative-negative feedback. Uniform feedback delivery resulted in higher performance, although inconsistent feedback resulted in lessened negative emotional responses. Recommendations on whether to deliver positive or negative feedback in isolation or combination may depend upon the outcomes currently being prioritized by the organization.     

Graphic Feedback,Performance Feedback,and Goal Setting Increased Staff Compliance With a Data Collection Task at a Large Residential Facility

Because of budgetary constraints, human service organizations frequently expect consultants to recommend methods to enhance staff performance that require little or no additional funding. The current study utilized a multiple baseline across settings design to evaluate and compare the effects of a single intervention and a packaged intervention including graphic feedback and goal setting on approximately 200 direct care staff as a group, to improve the data collection procedure at a residential treatment facility. The single intervention showed some improvement, whereas the packaged intervention yielded substantial improvements and was maintained.     

The Effects of Graphic Feedback,Goal Setting,and Manager Praise on Customer Service Behaviors

Abstract

The current study used a multiple baseline design to investigate the effects of graphic feedback, goal setting, and manager praise on customer service behaviors in a large retail setting. Direct observation of customer greeting, eye contact, and smiling was used to collect data. After baseline data were collected feedback graphs were posted twice each week in the employee break room. A second intervention phase included goal setting and manager praise. Goals were developed based on employees' prior performance and were posted on the graphs. Managers then delivered immediate, verbal praise to employees. Graphic feedback produced slight increases in the customer interaction variables in the front of stores 1 and 2. Another small increase in performance was seen in the back of store 1 and the front and back of store 2 with the implementation of the interventions.     

Immediate Feedback on Accuracy and Performance: The Effects of Wireless Technology on Food Safety Tracking at a Distribution Center

The effects of wireless ring scanners, which provided immediate auditory and visual feedback, were evaluated to increase the performance and accuracy of order selectors at a meat distribution center. The scanners not only increased performance and accuracy compared to paper pick sheets, but were also instrumental in immediate and accurate data capture and tracking in compliance with the Public Health Security Bioterrorism Preparedness and Response Act (BTA) of 2002. The intervention, which required minimal training, successfully accelerated key operational processes and compliance with food safety mandates. The implications for Organizational Behavior Management practitioners are discussed.     

The Relative Effects of Global and Specific Feedback on Safety Behaviors

The purposes of this study were to examine the relative effects of global and specific feedback on safety performance and to compare the generalization effects of such feedback on nontarget safety items at a construction site. Participants were 21 construction workers. An ABCB within-group design was adopted and the following conditions were introduced in sequence: baseline (A), global feedback (B), specific feedback (C), and global feedback (B). The results revealed comparable safety performance levels in the global and specific feedback conditions. However, global feedback produced a higher level of generalization effects on nontarget items than specific feedback did.     

Effects of Performance Feedback on Typing Speed and Accuracy

Abstract

Performance feedback is one of the most widely used tools in organizational settings. To date, little research has been conducted focusing on comparisons of the differential effects of the sources, frequency, or media used for feedback on both the quality and quantity of performance. This research investigated the effects of different feedback sources for performance (peer vs. supervisor) on quality and quantity (separate and combined) of typing performance. The source of feedback did not differentially influence performance, although this result may have been due to a failure to establish a clear distinction between the two roles. Feedback, compared to no feedback, increased the targeted typing performance significantly. Feedback for accuracy of performance yielded the largest overall results.     

Effects of Feedback Delivery Requirements on Accuracy of Observations

ABSTRACT

Feedback is often used in Organizational Behavior Management to improve employee performance. Accurate feedback results in greater improvements in performance and accurate observations enable accurate feedback. However, employees may find providing feedback to peers aversive. The present study contrived a method to evaluate whether instructing individuals to deliver feedback following observations impacted the accuracy of those observations. Five college-aged participants were exposed to a counterbalanced ABAB design. In the observation-only condition (Condition A) participants conducted observations of confederate posture, scoring whether the confederate’s feet and back were “safe” or “at risk.” In the required-feedback condition (Condition B) participants observed and collected data identically to phase A, but were additionally instructed to deliver feedback regarding confederate postures following each session. The results show that all five participants demonstrated higher accuracy of observations in the observation-only condition. Factors potentially influencing lower accuracy when feedback was required are discussed.     

The Effects of Computerized Visual Feedback Using Flashing Lights on Order Selection in Large Industrial Settings: Productivity,Accuracy, and Cost Justifications

This report from the field concerns a pilot study that used computerized visual feedback in the form of flashing lights to inform order selectors in an auto parts distribution center to fulfill store orders. Compared to paper pick lists, order selection performance and accuracy reliably increased when the delivery method was the flashing lights. The role of the organizational behavior management participant in industrial settings in designing interventions that increase accuracy and productivity was examined. More than just the intervention, the cost justification was part of the decision-making process about whether to continue with the intervention.     

The Effects of Social Comparison and Objective Feedback on Work Performance Across Different Performance Levels

This study investigated the interaction effects of feedback content type (social comparison feedback vs. objective feedback) and two different performance levels (high vs. low) on work performance. One hundred fifty participants were recruited and asked to perform a simulated work task in a preliminary session. Based on their performance, the upper 40% (high performance) and lower 40% (low performance) groups were selected for the main experiment. Participants in each group were randomly assigned to the two different experimental conditions: objective feedback and social comparison feedback. For the participants in the objective feedback condition, information on the number of correctly completed work tasks was provided. For the participants in the social comparison feedback condition, rank information on their performance was provided. The results indicated that social comparison feedback was more effective than objective feedback for the high performers, but was less effective for the low performers.     

Effects of Accurate and Inaccurate Feedback on Work Performance: The Role of the Awareness of Inaccuracy

ABSTRACT

This study compared the effects of accurate (i.e., contingent) and inaccurate (i.e., non-contingent) feedback on work performance under two different work conditions. Under one work condition, participants could clearly see the outcome of their performance (i.e., visible condition). Under the other condition, they could not clearly see the outcome of their performance (i.e., non-visible condition). One hundred and twenty participants were randomly assigned to four experimental conditions (i.e., accurate/visible, inaccurate/visible, accurate/non-visible, and inaccurate/non-visible) and asked to perform a simulated work task. The results indicated that inaccurate feedback was as effective as accurate feedback under the non-visible condition, but inaccurate feedback was less effective than accurate feedback under the visible condition.     

A Component Analysis of the Impact of Evaluative and Objective Feedback on Performance

Despite the frequency with which performance feedback interventions are used in organizational behavior management, component analyses of such feedback are rare. It has been suggested that evaluation of performance and objective details about performance are two necessary components for performance feedback. The present study was designed to help clarify which components are required for maximal effectiveness by comparing four conditions: (a) combined evaluative and objective feedback, (b) evaluative feedback alone, (c) objective feedback alone, and (d) no feedback. A total of 105 undergraduate students were recruited to work on a simulated bank check processing task while being exposed to one of the four feedback conditions. The number of checks correctly processed served as the dependent variable. Results suggest that a combination of objective and evaluative feedback is necessary for maximal performance.     

关联并购重组:根源与后果

选取1997~2000年我国285个国有企业首次公开发行后3年发生的312起并购重组事件作为研究样本,考察了我国上市公司发生关联并购重组的根源与后果。研究发现,影响我国上市公司发生关联并购重组的根源是股份制改造模式;关联并购重组并不为股东创造财富,为股东创造财富的是非关联并购重组的样本;在完整改造的公司中,非关联并购重组的财富效应好于关联并购重组的。     

The Impact of Authority Relations and Feedback Delivery Method on Performance

ABSTRACT

The proliferation of technology has been changing feedback delivery methods in organizations. However, the effectiveness of feedback delivery methods can vary depending on social dynamics (e.g., authority relations) in the organization. The current study was designed to examine the impact of authority relations and feedback delivery methods on performance. A total of 120 participants were recruited to work on a simulated cell-phone assembly task and were exposed to one of the four feedback conditions: (a) authority figure with face-to-face feedback, (b) authority figure with e-mail feedback, (c) non-authority figure with face-to-face feedback, and (d) non-authority figure with e-mail feedback. Results showed that while both feedback delivery methods resulted in high performance with the presence of an authority figure, only face-to-face feedback resulted in high performance with a non-authority figure. Practical considerations for effective feedback delivery methods in relation to authority figures are also discussed.     

管理技能的因子分析及其对绩效影响的实证研究

本文以在沪三资企业中12家电子制造企业管理人员的有效问卷271份为第一手资料,用因子分析等方法分析了构成这些人员管理技能的四大要素为:领导与激励技能、计划组织与协调技能、决策与创新技能、控制与授权技能;研究的结果表明,并非每项管理技能对提升企业的绩效都起同样的作用。不同绩效企业的管理者对各种管理技能的运用程度是有所不同的。     

The Effects of Task Clarification and Group Graphic Feedback on Early Punch-In Times

Task clarification in the form of workplace policy guidelines coupled with weekly graphic feedback of group punch-in times on the staff clock were presented to waitstaff, cooks, cash register clerks, dishwashers, buffet attendants, and hourly assistant managers in a restaurant sub-franchise. Clocking in early dropped from 130 min during baseline to 62 min per week during intervention. A 1-week return to baseline resulted in 189 min of clocking in early by restaurant personnel. The use of task clarification and group feedback reduced company expenses without reductions in job satisfaction or increased stress.     

The Effects of Individual Monetary Incentives With and Without Feedback

Abstract

This study examined the effects of an individual monetary incentive system with and without feedback to determine if feedback would supplement the effects of incentives. Participants were seven college students who performed a computerized task called SYNWORK. SYNWORK presented four sub-tasks concurrently: memory, arithmetic, visual monitoring and auditory monitoring. Participants earned points for correct responses. The dependent variable was the number of points earned. An ABAC design was used with A = individual monetary incentives without feedback, B = individual monetary incentives with feedback, and C = hourly pay with feedback. Sessions were 90 minutes, and there were 5 to 10 sessions per phase. The point scores of six of the seven participants increased when feedback was added to the incentive system but stabilized or continued to increase when feedback was removed. The feedback intervention was staggered in time across participants, and performance increased when feedback was added, hence the data suggest that feedback enhanced the effects of the incentives. One possible reason for the reversal failure is that feedback evoked higher levels of performance that were then maintained by the additional incentives. Because performance did not reverse, however, the results must be viewed cautiously.