The interactive effects of variety,autonomy, and feedback on attitudes and performance

Job dimensions of autonomy, variety, and feedback were objectively manipulated to evaluate their effect on perceptions of job characteristics and on job outcomes. Except for feedback level, manipulations and perceptions independently predicted satisfaction, and one significant two-way interaction emerged. In a high variety task, increased autonomy led to increased satisfaction, while in a low variety task, increased autonomy had a negligible effect on satisfaction. For performance, objective variety and autonomy also interacted, indicating that in a low variety task, autonomy had little impact, while in a high variety task, increased autonomy contributed 16 per cent to performance. In addition, autonomy and feedback interacted with one another, with increased feedback in a high autonomy task again contributing 16 per cent to performance, while increased feedback in a low autonomy task had little impact on performance. Findings are discussed from both the Job Characteristics Model and control theory perspectives.     

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.     

Why seeking feedback from diverse sources may not be sufficient for stimulating creativity: The role of performance dynamism and creative time pressure

We explore how the impact of seeking feedback from different sources (i.e., feedback source variety) on employee creativity is shaped by perceptions of the work environment. Specifically, we argue that two contextual factors, namely, performance dynamism (Study 1) and creative time pressure (Study 2), moderate the relationship between feedback source variety and creativity such that under conditions of high performance dynamism and low creative time pressure, individuals benefit from diverse feedback information. In Study 1 (N = 1,031), the results showed that under conditions of high performance dynamism, the relationship between feedback source variety and self‐reported creativity was nonlinear, with employee creativity exponentially increasing as a function of feedback source variety. Similarly, in Study 2 (N = 181), we found that under conditions of low creative time pressure, the relationship between feedback source variety and employee creativity was nonlinear, with supervisor‐rated creative performance exponentially increasing at higher levels of feedback source variety. Such results highlight that the relationship between feedback source variety and creative performance is affected by the perceptions of the work environment in which feedback is sought.     

The effects of chemical protective suits on human performance

Workers in the chemical industry are often required to wear protective suits while performing tasks. While these suits can be life saving, they increase the difficulty and discomfort faced by the wearer. This research explores the performance of individuals wearing the highly cumbersome Level A suit. The suits are heat-retentive and can cause fatigue that affects performance by increasing response time and decreasing accuracy. Members of Missouri’s Civil Support Team (CST) served as subjects for this research. They conducted fine and gross motor tests. Their completion time and accuracy were evaluated both out-of-suit and in-suit for the Level A chemical protective suits.A t-test was conducted to evaluate the effect of the Level A suits on performance. Results showed a significant increase in completion time and errors for gross motor tasks. This type of task had up to a 103% increase in time required and up to a 34% decrease in accuracy. The suit’s impact on fine motor skill was also significant, but to a lesser extent. Repeated measures test was performed to evaluate any potential time-in-suit effect. A decrease in mean task completion time was observed for some of the tasks. There was a corresponding decrease in accuracy but no consistent time-in-suit effect was identified.The results indicate the need for care when designing procedures and equipement to be used by humans wearing restrictive PPE. It is important to take human limitations into consideration in the design phase in order to decrease the need for human adaptation and increase system safety. To achieve this, understanding human factors is imperative when designing equipment, tasks, or procedures for workers wearing PPE.     

The impact of job demands and behavioral control on experienced job stress

The present study examines the impact of behavioral control on the experience of work strain under conditions of work overload. Extending experimental laboratory findings that suggest that control can lessen the impact of aversive stimuli on psychological and physiological strain responses, we hypothesized an interaction between control and workload such that the effects of high demands on strain would be less if the worker had behavioral control over the task. This hypothesis is also consistent with Karasek's job demands-job decision latitude model of work strain and health. The hypothesis was tested in a laboratory experiment in which 125 subjects worked on a mail sorting task with either a high or moderate level of workload and either a high or low level of behavioral control. Strain responses were assessed with measures of job satisfaction, anxiety, and physiological arousal. The hypothesis was only partially supported in that high control lessened the impact that work overload had on anxiety. While not fully supportive of the model, the results are seen as conservative given the constraints on the manipulation of work overload inherent in the laboratory environment.     

An Observation Method for Analyzing Operators’ Routine Activity in Computerized Control Rooms

An activity analysis method was developed for studying the structure and dynamics of control room operators’ activity during normal operation based on directly observable elements of the operators’ behavior. The method assesses current activity along three dimensions in each 5-min period of the shift. Intensity characterizes arousal level, direction shows whether the activity is directed predominantly at the process control task, at something else, or miscellaneous. Motivation reflects if the activity is driven by intrinsic or extrinsic motivation. A case study is presented, in which 3 morning, 3 afternoon, and 3 night shifts of a Nuclear Power Plant operator crew are involved. The obtained results gave a deeper understanding of the operators’ activity and also revealed an “arousal compensation” tendency.     

Effects of external and internal interruptions on boredom at work: two studies

It is proposed that attentional difficulties are central to the experience of boredom. Events which disrupt attention during task performance may contribute to feelings of boredom with the task. Two sources of disruption are explored: external interruptions from the physical environment, and internal interruptions in the form of non-task-related thoughts about current concerns. Study 1 found that external interruptions reduced boredom on a simple task which required little attention, but contrary to expectations, had no impact on reactions to a simple task that did require attention or on reactions to a complex task. Study 2 manipulated internal interruptions via a role-playing methodology, and found that observers attributed greater boredom and less satisfaction to performers who were more frequently interrupted by non-task-related thoughts while at work, especially when these thoughts were about non-urgent concerns. The concepts of internal and external interruptions may be quite useful in understanding variations in the day-to-day experience of work, and in the relationship of non-work to work spheres of life. © 1998 John Wiley & Sons, Ltd.     

Why should I be generous when I have valued and accessible alternatives? Alternative exchange partners and OCB

An Erratum has been published for this article in Journal of Organizational Behavior 26(7) 2005, 873. Previous research on the relationship between alternative employment opportunities and cooperation has neglected the distinction between evaluations and restrictions. Thus, one cannot analyze the relationship between attractiveness of alternative employment opportunities and organizational citizenship behaviors (OCB) under different levels of perceived ease of finding alternative employment. In a pilot study with N = 149 German employees, we confirm the proposed distinction with confirmatory factor analyses. Based on power‐dependence theory and rational choice models, we predict that under high ease the relationship between attractiveness and OCB should be more strongly negative than under conditions of low ease. In addition, we hypothesize that the interaction between attractiveness and ease should be greater for OCB than for task performance because task performance is exchanged in a relationship with an enforceable, binding contract, while OCB is voluntarily. Results from moderated multiple regression analysis on N = 86 German professional–supervisor dyads support our prediction for a negative relationship between attractiveness and OCB under high ease. Under low ease, we find a positive relationship between attractiveness and OCB. Moreover, there was no relationship with the interaction and task performance. Implications of the findings both for extra‐role and job mobility theory formation and research are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

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.     

A meta‐analytic investigation into the moderating effects of situational strength on the conscientiousness–performance relationship

Debates about the utility of conscientiousness as a predictor of job performance have focused primarily on mean effect size estimates, despite theoretical and empirical reasons to expect variability across situations. The present study meta‐analytically demonstrates that occupation‐level situational strength is one important source of this variability. Consistent with theory, predicted uncorrected conscientiousness–performance correlations ranged from r = .09 to .23 (overall performance) and r = .06 to .18 (task performance), with stronger correlations observed in weak occupations. These results highlight the need for continued inquiry into the nature of situational strength, its impact on other predictor–outcome relationships, and the implications of these issues vis‐à‐vis theory and practice. Copyright © 2009 John Wiley & Sons, Ltd.     

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.     

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.     

The effect of distal learning,outcome, and proximal goals on a moderately complex task

The effects of learning versus outcome distal goals in conjunction with proximal goals were investigated in a laboratory setting using a class‐scheduling task. The participants (n = 96) needed to acquire knowledge in order to perform the task correctly. A ‘do your best’ outcome goal led to higher performance than the assignment of a specific, difficult outcome goal. However, the assignment of a specific, difficult learning goal led to higher performance than urging people to ‘do their best.’ Goal commitment was higher in the learning goal than in the outcome goal condition. The correlation between task‐relevant strategies discovered and performance was positive and significant. The number of task‐relevant strategies implemented by participants assigned a distal learning goal in conjunction with proximal goals was higher than in any other goal condition. Setting a distal outcome or learning goal that included proximal outcome goals, however, did not lead to higher performance than the setting of a distal outcome or learning goal alone. Self‐efficacy correlated significantly with performance, and this effect was mediated through strategy development. Furthermore, the discovery of task‐relevant strategies affected self‐efficacy through an increase in performance. Copyright © 2001 John Wiley & Sons, Ltd.     

The moderating role of task characteristics in determining responses to a stressful work simulation

Two experimental studies were conducted to examine whether the stress‐buffering effects of behavioral control on work task responses varied as a function of procedural information. Study 1 manipulated low and high levels of task demands, behavioral control, and procedural information for 128 introductory psychology students completing an in‐basket activity. ANOVA procedures revealed a significant three‐way interaction among these variables in the prediction of subjective task performance and task satisfaction. It was found that procedural information buffered the negative effects of task demands on ratings of performance and satisfaction only under conditions of low behavioral control. This pattern of results suggests that procedural information may have a compensatory effect when the work environment is characterized by a combination of high task demands and low behavioral control. Study 2 (N=256) utilized simple and complex versions of the in‐basket activity to examine the extent to which the interactive relationship among task demands, behavioral control, and procedural information varied as a function of task complexity. There was further support for the stress‐buffering role of procedural information on work task responses under conditions of low behavioral control. This effect was, however, only present when the in‐basket activity was characterized by high task complexity, suggesting that the interactive relationship among these variables may depend on the type of tasks performed at work. Copyright © 1999 John Wiley & Sons, Ltd.     

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.     

Incentives and cooperation: the joint effects of task and reward interdependence on group performance

We examine the joint effects of task interdependence and reward interdependence on group behavior and performance. We develop a model that predicts that task and reward interdependence will interact to increase performance, and present results of a laboratory experiment that confirms our prediction. We explore the efficacy of group reward systems for different task designs, and the relationship between cooperation and performance. We confirm earlier results on the weakness of the free-rider effect in small face-to-face groups. We also find, surprisingly, that while reward interdependence is important to performance, task interdependence, but not reward interdependence, drives observed cooperative behavior. This last result suggests caution in interpreting the efficacy of changes in the design of work. Such changes, if unaccompanied by changes in the design of the reward system, are likely to appear successful in terms of observed cooperation, but may not enhance performance. © 1997 by John Wiley & Sons, Ltd.     

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.     

Participative Versus Assigned Production Standard Setting in a Repetitive Industrial Task: A Strategy for Improving Worker Productivity

Abstract

The participative standard with feedback condition was superior to the assigned difficult (140% of normal) standard with feedback condition in terms of worker productivity. The percentage increase in worker productivity with the participative standard and feedback condition was 46%, whereas the increase in the assigned difficult standard with feedback was 23%, compared to the control group (no standard, no feedback). Worker productivity also Improved significantly as a result of assigning a normal (100%) production standard with feedback, compared to the control group, and the increase was 12%. The participative standard with feedback condition emerges as the optimum strategy for improving worker productivity in a repetitive industrial production task.     

Fatigued driver’s driving behavior and cognitive task performance: Effects of road environments and road environment changes

This study aims to explore the effects of different road environments and their changes on driving behaviors and cognitive task performance of fatigued drivers. Twenty-four participants volunteered in a 2 (road environment) × 3 (fatigue level) within-subjects factorial design simulated driving experiment. Participants were asked to perform basic numerical calculation and distance estimation of traffic signs when driving normally, and provide answers to a questionnaire on fatigue rating. Results show that fatigued drivers faced greater attention demand, were less alert, and tended to overestimate the distance to roadside traffic signs. Fatigue caused by driving in complex road environment had the greatest negative impact on driving behavior and visual distance estimation, and the fatigue transfer effect worsened significantly but differently on both driving behavior and performance of fatigued drivers when switching from a complex to a monotonous road environment and vice versa. Notably, this study shows that fatigued drivers performed relatively better in arithmetic tasks than non-fatigued ones. In addition, when switching from a monotonous to a complex road environment, drivers’ performance in visual distance estimation and arithmetic tasks improved though their driving behavior deteriorated, revealing that the fatigue effect upon drivers might be explained to some extent by their alertness and arousal levels.