Total quality management and performance appraisal: an experimental study of process versus results and group versus individual approaches

This study investigated the effect of a process versus a results focus as well as a group versus individual‐based approach to performance appraisals. Four experimental conditions were investigated, with dependent variables of appraisal satisfaction, perceived accuracy of the performance appraisal, expectations of performance improvement, and actual performance. The results showed that a process focus appraisal had a more positive impact than an exclusively results‐oriented appraisal on ratee appraisal satisfaction, perceived appraisal accuracy, and expectations of performance improvement. Subjects receiving process appraisal feedback also showed a greater improvement in actual performance during a subsequent trial compared to subjects that did not receive process feedback. No differences were found between the group‐ and the individual‐based performance appraisal conditions. Implications of these findings for appraisal processes in general, and total quality initiatives in particular, are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

The impact of choice of rewards and feedback on task performance

A laboratory experiment (N = 149) tested two hypotheses: that choice of reward will have a positive impact on task performance and that choice would lead to arousal, as measured by reaction speed. The role that feedback information concerning whether subjects were being rewarded for performance on a prior task was also examined. The results revealed that choice and choice interacting with feedback were related to performance, but the choice had no impact on arousal. Self-determination theory may be used to help interpret these findings. The choice and feedback are non-controlling and informational to recipients which may increase perceptions of competence and self-initiative with an accompanying increase in intrinsic motivation to perform well on the task. These theoretical implications and some questions for future research and practical applications are discussed.     

The impact of feedback and self-efficacy on performance in training

This field experiment examined the main and interactive effects of self-efficacy and feedback (i.e. the use of feedback versus no feedback) on performance in a speed reading class. Results showed that the provision of feedback was beneficial to the performance of all subjects, however as subject self-efficacy increased, the beneficial effects of feedback to the subject's performance also increased. Subjects who received feedback on their performance experienced significantly greater increases in self-efficacy than subjects who received no feedback. The more positive the performance feedback received, the greater the increase in individual self-efficacy. The implications of these results for training programs are discussed.     

Two roads to effectiveness: CEO feedback seeking,vision articulation,and firm performance

Humble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.     

A laboratory experiment testing the antecedents of leader cognitions

A laboratory experiment was conducted to test relationships between leadership style, feedback on subordinate performance within the context of either the vision or goals of the organization, and leader cognitions representing a modified version of Wofford and Goodwin's (1994) cognitive processing model of leadership. The results indicated that: (1) positive feedback leads to the access of transformational cognitions, whereas negative feedback leads to the access of transactional cognitions; (2) negative feedback about subordinate performance causes transformational leaders to access transactional cognitions in response to subordinates; (3) the relationship between transformational leadership behavior and transformational cognitions is strengthened when feedback received about subordinates is vision‐related compared to feedback that is goal‐related; and (4) the relationship between transactional leadership behavior and transactional cognitions is strengthened when feedback received is goal‐related compared to feedback that is vision‐related. Limitations and future research directions are discussed. Copyright © 2000 John Wiley & Sons, Ltd.     

Unraveling the impact of workforce age diversity on labor productivity: The moderating role of firm size and job security

Previous literature has suggested both positive and negative effects of age diversity on labor productivity: positive because of the potential knowledge complementarities between employees of different ages and negative because of the age‐related value differences that might reduce cohesion and cooperation, hampering firm performance. Using a Belgian sample of 5892 organizational observations (2008–2011), we unraveled these countervailing effects in two ways. First, we built on prior studies to suggest that the effect of age diversity depends on the particular shape of the age distribution: positive when it is heterogeneous (i.e., variety) and negative when it is polarized (i.e., polarization). This was supported by our findings. Second, we explored the moderating impact of two contextual contingencies, firm size and job security. As expected, the positive effect of age variety is reinforced in large firms and in firms where job security is high. Although firm size also emphasizes the negative effect of age polarization on productivity, job security, unexpectedly, does not moderate this relationship. Our study offers a valuable contribution to the literature as it reveals the boundary conditions of the competing implications of age diversity and, thus, allows one to account for the inconclusive findings reported in previous literature. Copyright © 2015 John Wiley & Sons, Ltd.     

Task type as a moderator of positive/negative feedback effects on motivation and performance: A regulatory focus perspective

Applying Higgins' regulatory focus theory, we hypothesized that the effect of positive/negative feedback on motivation and performance is moderated by task type, which is argued to be an antecedent to situational regulatory focus (promotion or prevention). Thus, first we demonstrated that some tasks (e.g., tasks requiring creativity) are perceived as promotion tasks, whereas others (e.g., those requiring vigilance and attention to detail) are perceived as prevention tasks. Second, as expected, our tests in two studies of the moderation hypothesis showed that positive feedback increased self‐reported motivation (meta‐analysis across samples: N = 315, d = 0.43) and actual performance (N = 55, d = 0.67) among people working on promotion tasks, relative to negative feedback. Positive feedback, however, decreased motivation (N = 318, d = ?0.33) and performance (N = 55, d = ?0.37) among individuals working on prevention tasks, relative to negative feedback. These findings suggest that (a) performance of different tasks can affect regulatory focus and (b) variability in positive/negative feedback effects can be partially explained by regulatory focus and task type. Copyright © 2010 John Wiley & Sons, Ltd.     

A study of Chinese truck drivers’ attitudes toward feedback by technology

Prior research indicates that trucks are very likely to be involved in accidents in China due to the poor condition of trucks and unsafe driving behaviors. The objectives of this study were (1) to investigate the safe/unsafe driving behaviors of Chinese truck drivers, and (2) to examine whether Chinese truck drivers recognize a need for feedback and what their attitudes are in terms of receiving feedback from both technology and from individuals to improve driving safety. Eight sessions of focus group discussions were carried out with Chinese truck drivers, middle-level managers in the freight transportation business, and traffic policemen. The results showed that the most important safety issues to Chinese truck drivers are speeding and overloading. Chinese truck drivers would like to receive more feedback. Yet feedback is considered negative in nature. Although some Chinese truck drivers are afraid of not being able to operate the in-vehicle technology, in general, they are more confident with feedback by in-vehicle technology because it is considered objective and scientific. For this reason this kind of feedback is preferred by some over feedback from a human.     

The effects of performance attributions and outcome dependence on leader feedback behavior following poor subordinate performance

While feedback is considered to be among the most effective motivational tools available in organizations, there is substantial evidence that leaders are often poor sources of feedback. Following poor subordinate performance, leaders have been shown to avoid providing feedback, delay providing feedback, and distort feedback to make it less negative. While these findings are strong, there is evidence that this ‘mum’ effect may be limited by certain boundary conditions. A 2×2 experimental study was designed to determine the extent to which leader performance attributions (effort and ability) and outcome dependence (high and low) affected the frequency, latency, and type of feedback provided to poor performers. The results suggest that the feedback offered to poor performers by leaders is significantly affected by both performance attributions and outcome dependence. © 1998 John Wiley & Sons, Ltd.     

Rivals or allies: How performance‐prove goal orientation influences knowledge hiding

Previous research suggests that performance‐prove goal orientation is positively related to knowledge hiding. However, we argue that this effect depends on the focus of performance feedback (i.e., individual‐ and group‐focused feedback), which shapes the nature of the competitive expression of performance‐prove goal orientation (i.e., intragroup and intergroup oriented). We conducted three studies to test our theoretical model. The results of Study 1 with time‐lagged data from 128 part‐time MBA students showed that performance‐prove goal orientation was positively related to knowledge hiding when performance feedback focused more (vs. less) on individual performance but was negatively related to knowledge hiding when performance feedback focused more (vs. less) on group performance. Study 2 replicated these moderation findings in an experimental study of 210 undergraduate students. Study 3 again replicated the moderation effects using multisource data from 317 employees and their supervisors. It also included creativity as an outcome of knowledge hiding and illustrated the distal consequence of the moderation effects of individual‐ and group‐focused performance feedback. We then discussed the implications for the theory and practice of performance‐prove goal orientation and knowledge hiding.     

An exploratory study of self-regulating activities and their effects on job performance

The present study attempted to assess the extent to which job incumbents engage in performance relevant self-regulatory activities. Specifically, the degrees to which 62 insurance salespersons; (1) set performance goals, (2) monitored performance levels, and (3) exercised contingent self-reward or punishment with respect to goal achievement or goal failure were measured; and, the consequences that such activities had on performance were examined. The results of this study indicate that, in general, subjects set goals, but typically of a distal/result-orientated, as opposed to a proximal/behaviourally orientated-nature. Goal setting per se had no effects on sales performance, although an objective measure of goal difficulty was related to this criterion. With respect to self-monitoring, it was discovered that the greatest amount of performance feedback came from oneself and one's supervisor, as opposed to one's co-workers. In terms of performance, there was an interaction of feedback source and feedback preference such that the ability to generate internal feedback was related to performance only for individuals who had a preference for such internal feedback. There appeared to be no substantial amount of contingent self-reward occurring within this organization, although contingent self-punishment (in the form of self-criticism) was in evidence; and, such self-admonishment seemed to have detrimental effects on performance. While the three classes of variables independently explained 26 per cent of the variance in performance, the interactive effects suggested by theories of self-regulation (Bandura, 1977; Kanfer, 1971) were not in evidence.     

Can children learn to discriminate safe road-crossing intervals?

An argument is presented for the substitution of a safe-road-crossing-interval judgment for the all-or-none conventional curb drill of child pedestrian training programs. A study in a suburban Melbourne primary school showed that children could understand such a concept as portrayed on motion picture film and that their performance reached adult levels by the fourth grade. While classroom tests failed to show positive transfer after film training with informational feedback, individual tests of a small sample of Grade 6 students in a controlled environment did produce evidence that such a benefit could be obtained. Classroom tests after training without informational feedback, on the other hand, showed a significant performance deficit. Ways to improve the training paradigm are suggested, and evidence is offered of applications to reveal and extinguish unsafe response habits.     

The Effects of the Level of Alertness During the Rest Period on Subsequent Performance

The aim of this study was to examine how to take an effective rest to prevent a decline in alertness at work. The relationship between alertness during the rest period and subsequent task performance were investigated. The electroencephalogram (EEG) during the rest period was classified into 3 types, and these types had a significant effect on performance after the rest period. Type 1 (increasing in theta, alpha 2, and beta 1 power) was the best one for carrying out the task, whereas performance gradually declined in Type 3 (no change in EEG activity). In the case of Type 1, the method that would relieve sleep inertia had a more positive impact on performance after the rest period.     

Picture this: A field experiment of the influence of subtle affective stimuli on employee well‐being and performance

Prior literature examining the antecedents of employee affect has largely ignored subtle affective influences in the workplace and their impact on employees' affective experiences and behaviors. A substantial body of evidence from basic psychology research suggests that individuals' affect can be influenced by minimal stimulus input. The primary objective of this research is to take an initial step towards understanding the “real‐world” impact of subtle affective stimuli in the workplace. Specifically, in a field experiment with a within‐subjects design, we collected data from 68 sales representatives and examined the effect of a subtle affective stimulus (i.e., a black‐and‐white picture of a woman smiling printed on the backdrop of paper–pencil surveys) on employees' affect, well‐being, and performance. Results showed that the smiling picture significantly enhanced participants' positive affect, which in turn influenced employees' extra‐role performance and emotional exhaustion. The smiling picture also indirectly influenced employees' in‐role performance and emotional exhaustion via negative affect. Theoretical and practical implications of these findings are discussed at the end of the paper. Copyright © 2017 John Wiley & Sons, Ltd.     

反馈环断裂下的安全知识积累与扩散仿真研究

为了研究个体死亡引发反馈环断裂对安全知识积累和扩散的影响，采用元胞自动机方法，构建了多层次、多状态、多行为的安全知识积累和扩散演化模型。然后运用交替变量控制法进行仿真实验，获取605组数据，并对所得数据进行层次回归分析。研究结果表明:个体死亡会阻碍安全知识积累且会加剧个体间知识差异，同时事故率的增加会提高知识积累机会和个体死亡机会，产生复杂的双向对冲效应；替代者知识水平能够对安全知识积累和扩散产生较大的正向影响，并能削弱个体死亡的负向影响；事故见证者的增加也能够产生一定的正向影响。据此提出“数量型死亡悖论”，并指出促进安全知识积累和扩散的重点方向。     

Feedback acceptance in developmental assessment centers: the role of feedback message,participant personality,and affective response to the feedback session

We investigated feedback acceptance by participants (N = 141) in an operational developmental assessment center (AC). Consistent with predictions based on self‐enhancement theory and the Affective Infusion Model, results indicated that higher assessor ratings were associated with higher feedback acceptance, and this relationship was partially mediated by the participant's affective reaction to the feedback session. Participants' self‐ratings of their AC performance did not affect this relationship suggesting no support for our prediction based on self‐verification theory. We also investigated the role of participants' self‐ratings of agreeableness, extraversion, and emotional stability in feedback acceptance by testing specific moderated mediation hypotheses. Extraversion was related to feedback acceptance through the affective reaction to the feedback session. Agreeableness moderated the affective reaction to the feedback session and feedback acceptance relationship such that there was a strong relationship between affective reaction and feedback acceptance for highly agreeable participants, but no relationship for low agreeable individuals. For low agreeable individuals, there was a positive direct relationship between the assessor ratings and feedback acceptance which was not observed for highly agreeable individuals. The hypothesized role of emotional stability in predicting feedback acceptance was not supported. Implications for the delivery of feedback in developmental ACs are discussed in light of these findings. Copyright © 2008 John Wiley & Sons, Ltd.     

The impact of self-appraisals on reactions to feedback from others: the role of self-enhancement and self-consistency concerns

This study examined the usefulness of self-appraisal (SA) as a technique designed to enhance the motivational and developmental impact of feedback from others. Drawing from research on self-enhancement and self-consistency motives, it was hypothesized that individuals would agree with and incorporate feedback that is consistent with their SA, whereas they would be more satisfied and perform better if feedback is more favorable than their SA. A field study was conducted with 122 MBA students as participants. On average, students were 25 years old and had 1.8 years of work experience. Seventy per cent of students were male and 82 per cent were white. The findings supported all of the hypotheses except the hypothesis concerning satisfaction. Implications for improving the impact of performance appraisal feedback are discussed.     

Evaluation of 360 degree feedback ratings: relationships with each other and with performance and selection predictors

Feedback from 360 degree ratings based on competency principles and used for developmental purposes was investigated for interrelationships among the ratings and for its relationships with performance and selection data. Relationships among: (1) feedback ratings from supervisors, peers, and self; (2) feedback ratings and selection test data; and (3) feedback ratings and performance appraisals on about 2000 employees of a Midwestern insurance company were examined. The 360 ratings by peers and managers were related to performance appraisals. All significant correlations of manager and peer ratings with selection tests were positive, but significant correlations of 360 degree self‐ratings with selection tests were negative. Copyright © 2001 John Wiley & Sons, Ltd.     

The implementation of the SEVESO II legislation in the Polish major hazard industry

The paper presents the implementation of the SEVESO II Directive in Poland. Particularly, a systematic approach to the realization of MAPP, Safety Report and Emergency Plan is shown. It takes into account the real technical and organizational standards of the Polish major hazard industry as well. The impact of the implementation of SEVESO II Legislation on safety performance changes in particular major hazard companies was assessed using the questionnaires method of data collection. The fundamental question of that survey was: did that exercise improve safety performance or was it just a ‘paper work’? The majority of survey reported more positive than negative comments. The conclusions were drawn and some suggestions were made to improve major accident control in Poland.     

Methods and impact of health screening for hospital staff

This study examines: (1) the impact of two methods of giving screening results on health behaviour and beliefs, evaluated in a randomized controlled trial. (2) The association between uptake of screening and health risk behaviours and beliefs. Two methods of feedback of screening results were given: simple informational feedback, and more extensive feedback, including target-setting and a written contract. At six month follow-up, those who received simple informational feedback had lost less weight and had increased their exercise less than those who received more extensive feedback. Attenders believed more strongly in the relationship between lifestyle and health, perceived themselves as less healthy than others and scored higher on the GHQ than staff who did not attend for screening. These results suggest that belief in the effectiveness of lifestyle change in promoting health, and anxiety about health, can influence uptake of screening. Second, the method of presenting screening results can influence the impact of screening on subsequent behaviour change.