SELF-APPRAISAL BASED UPON SUPERVISORY FEEDBACK

Self-appraisals of job performance have historically proven to be weakly related to appraisals conducted by supervisory personnel. Two studies sought to facilitate rater agreement by invoking supervisory performance feedback as a frame of reference for subordinate raters. In the first study, a sample of 401 branch managers from a large lending institution performed a conventional self-appraisal and an appraisal containing instructions referencing supervisory feedback (Feedback Based Self-Appraisal). Feedback Based Self-Appraisals exhibited significantly smaller leniency error, greater total rating variance, and more agreement with superior ratings than conventional self-appraisals. FBSAs produced small improvements over conventional self-appraisals in predicting objective criteria of managerial job performance. Study 2 examined FBSA-supervisory appraisal agreement for two samples of military organization personnel. The relative degree of feedback available in a work environment was found to moderate FBSA-superior agreement.     

FEEDBACK FUNCTIONS IN TEACHING MACHINES

The efficiencies of two ways of providing feedback in teaching machines were studied. The task was to learn paired associates by choosing one alternative out of three to match a stimulus. Feedback was provided in one machine by immediately presenting a new item in the case of a correct response. In the other machine the correct associates were shown for 2 sec. after a correct choice had been made. The latter method was superior. The results are discussed in relation to theories concerning the effects of exposure time on rate of learning.     

THE EFFECTS OF FEEDBACK SEQUENCE AND EXPERTISE OF THE RATER ON PERCEIVED FEEDBACK ACCURACY1

Using a 2 × 2 experimental design, the present study examined the main and interactive effects of feedback sequence (negative-positive vs. positive-negative) and expertise of the rater (high vs. low) on perceptions of feedback accuracy. In addition, the study assessed the moderating effects of locus of control and self-esteem on the relationship between feedback sequence and perceived feedback accuracy. Results indicate that the order in which positive or negative feedback is presented affects perceived feedback accuracy. Moreover, results suggest that feedback sequence interacts with the expertise of the rater to affect perceptions of feedback accuracy. In addition, the findings suggest that both locus of control and self-esteem moderate the relationship between feedback sequence and perceived feedback accuracy. Implications of the study's findings for presenting feedback in performance appraisal/feedback sessions are discussed.     

A LONGITUDINAL STUDY OF UPWARD FEEDBACK

This study followed 92 managers during four administrations of an upward feedback program over 2.5 years. Managers' whose initial level of performance (defined as the average rating from subordinates) was low improved between Administrations 1 and 2, and sustained this improvement 2 years later. Most of the performance improvement occurred between the first and second administrations of the program. The observed performance improvement could not be attributed solely to regression to the mean and was unrelated to the number of times, or when, the managers received feedback. Our results suggest that the continued administration of an upward feedback program can result in sustained change over a fairly long period of time and that actually receiving feedback may be less important than the exposure to the valued behaviors. We use control theory and goal setting theory as frameworks for explaining the results and suggesting directions for future research.     

领导反馈机制的研究进展

该文回顾了近年来对反馈机制的研究进展,介绍了影响反馈效果的因素,特别是从信息源、信息以及信息接受者三方面阐述了反馈有效性理论研究的进展,并就如何深入开展反馈机制的研究、管理者如何进行有效的反馈提出了建议。     

INDUSTRIAL SAFETY HAZARD REDUCTION THROUGH PERFORMANCE FEEDBACK

A “feedback package” system, designed to prevent occupational accidents and to fit directly into the normal operations of an industrial organization, was analyzed. Eighteen hazardous conditions in six production departments were assessed during seven observation sessions over a 12-week period, plus four follow-up observations over 4 months. The “feedback package” was presented in multiple baseline fashion, across subjects (department supervisors). It consisted of presenting the supervisor with copies of observational data, accompanied by a note which congratulated good practices and suggested ways for improving safety conditions, along with occasional comments from a senior executive. The results indicated that during the feedback phase, hazard rates were lower and less variable than during the baseline phase. Baseline data were highly variable with peaks ranging from 20 to 55 hazards per department. Following intervention, hazard frequencies dropped by 60%, averaged across departments, with decreases ranging from 29% to 88%. During treatment, data stabilized, with the highest frequency reaching 33. A modified feedback system was implemented by the organization following termination of the study, validating the assumption that such a system would tend to maintain.