结果评价中自我体验与替代体验的参照点效应:一项赌博游戏的ERPs研究

本研究采用"投注—反馈"的虚拟赌博游戏范式,通过2个实验分别检测个体在评价自己决策结果 (实验1)和观察他人决策结果 (实验2)过程中赌注大小(即参照点)对大脑活动的影响。结果发现:(1)体验自我决策结果时,输钱比赢钱诱发更负的FRN,仅有一个负反馈(-10元)表现出以赌注为界的分离,且相对效价一样的反馈值诱发的FRN差异不显著;(2)体验他人决策结果时,无论输赢,有赌注比无赌注诱发的FRN更负;而且相对效价相同的反馈值诱发的FRN差异不显著。据此可以认为,FRN一定程度上反映了以赌注为基准的主观标准对社会信息的评价判断:自我体验中的个体对损失的敏感度远高于收益;而替代体验中的个体更倾向于将"损失更多"看作一种负性结果。     

On the causal mechanisms of stereotype threat: can skills that don't rely heavily on working memory still be threatened?

Recent work suggests that stereotype threat (ST) harms performance by reducing available working memory capacity. Is this the only mechanism by which ST can occur? Three experiments examined ST's impact on expert golf putting, which is not harmed when working memory is reduced but is hurt when attention is allocated to proceduralized processes that normally run outside working memory. Experiment 1 showed that well learned golf putting is susceptible to ST. Experiments 2 and 3 demonstrated that giving expert golfers a secondary task eliminates ST-induced impairment. Distracting attention away from the stereotype-related behavior eliminates the harmful impact of negative stereotype activation. These results are consistent with explicit monitoring theories of choking under pressure, which suggest that performance degradation can occur when too much attention is allocated to processes that usually run more automatically. Thus, ST alters information processing in multiple ways, inducing performance decrements for different reasons in different tasks.     

Examining the Role of Narrative Performance Appraisal Comments on Performance

Despite their prevalence in performance appraisal systems and purported importance in theory, narrative performance appraisal comments have been rarely examined. This study aimed to contribute to the literature by developing and testing a theory of quality narrative feedback. The author argues that managerial feedback that is both directive (i.e., lengthy, specific, and includes goals) and motivational (i.e., positive and high in interactional justice) would be related to year-lagged performance. Negative and positive emotions are also proposed as mediators of this relationship. Performance appraisal comments were coded for a sample of 1,019 clinical nurses. The structural equations modeling results provided preliminary evidence that feedback favorability and interactional justice demonstrated significant direct and indirect (through positive and negative emotion) effects on year-lagged employee performance.     

TRUST AND THE COMMUNICATION OF PERFORMANCE APPRAISAL INFORMATION: THE EFFECT OF FEEDBACK ON PERFORMANCE AND JOB SATISFACTION

The feedback of performance appraisal information is a critical communication activity in organizations. Research on the topic, however, has generally been limited to (1) treating feedback as an undifferentiated construct, and (2) not examining the important moderating impact of trust of the receiver in the sender. Using a sample of 100 managers, this study explores the dimensionality of the feedback construct, the relationships of feedback to individual performance and satisfaction, and the moderating effects of trust on these associations. Results indicate that various aspects of feedback are differentially related to performance and satisfaction under conditions of high and low trut. Importantly, the communication of performance appraisal information is found to be a more important correlate of satisfaction and performance for subordinates who express low trust in their superiors.     

反馈干预对学习判断的影响

将反馈干预作为外部线索引入元记忆研究,采用重复学习任务,在第一轮次学习-测验之后插入反馈干预,用两个实验分别考查任务反馈和能力反馈两种形式下的反馈效价对第二轮次即时学习判断的影响.结果表明：①在学习过程中,学习者会进行自我监测;②在任务反馈形式下,反馈信息与自我监测信息冲突,导致反馈干预对元认知监测和认知过程没有影响;③在能力反馈形式下,反馈信息与自我监测信息的冲突消失,结果消极反馈影响了元认知监测.由此得出结论：只有在不与自我监测信息冲突的情况下,反馈干预才对学习判断产生影响.此外,在有反馈干预的情况下,两个实验中都出现了显著的练习伴随低估效应.     

The Impact of Computerized Performance Monitoring and Prior Performance Knowledge on Performance Evaluation1

Despite claims that computerized performance monitoring (CPM) systems provide objective performance data and thus foster accurate employee evaluations, few research studies have examined the impact of CPM data on the performance appraisal process. A laboratory experiment was conducted to assess the impact of prior performance level on requests for computerized performance information, and the influence of both prior performance level and requested information on performance evaluation. Forty-four male and female undergraduates electronically monitored four simulated employees whose prior performance was either high or low and whose performance during the monitoring period was either high or low. Results indicated that prior performance level and employee performance during the monitoring period independently influenced both current and future performance ratings. Further, when the simulated employee performed at a level incongruent with her prior performance, subjects requested more data about the employee's performance, were less certain about their ratings of the employee's current and future performance, and rated the employee's current performance as more variable than when the employee performed at a level congruent with prior performance. These results indicate that use of CPM systems that allow on-line access to employee performance and that record requested information may increase performance evaluation accuracy by facilitating the implementation of search strategies best suited to specific appraisal tasks and minimizing memory-related biases. However, such systems may not eliminate the effects of attention/encoding biases.     

Reactions to Employee Performance Monitoring: Framework,Review, and Research Directions

A conceptual framework is described for examining employee reactions to performance monitoring. The framework incorporates attitudinal and motivational effects of performance monitoring on monitored employees and discusses effects of performance monitoring on performance feedback and performance appraisal. The framework is used to organize a review of research literature relevant to employee reactions to electronic and nonelectronic performance monitoring. The article includes specific propositions for additional research and general directions for future research in performance monitoring.     

时间估计任务中的反馈加工和行为调节：来自ERP的证据

本研究采用时间估计任务, 利用高时间分辨率的ERP技术, 试图从时间进程上窥探行为调节的认知神经机制。该时间估计任务提供了指导行为调节的反馈信息有三类：时间估计的准确性、时间估计的不准确方向和不准确程度。行为结果表明, 被试根据前次时间估计的对错、不准确的方向和程度进行相应的调整。脑电成分发现, FRN对于时间估计的对、错敏感, 对时间估计的不准确的方向和程度不敏感, 显示FRN提供了粗略的、需要做出行为调节的早期预警信号; 相反, P300能够区别时间估计上不准确的方向和程度, 结合行为数据, 显示P300反映的是整合不同的信息来更新行为表征, 从而引导被试做出不同方向和不同程度的调节。这些结果表明, 行为调节的认知神经基础可能由两个阶段组成：早期传递需要做出行为调节的预警信号阶段和晚期整合信息来更新行为表征从而指导行为调节的阶段。     

Performance feedback and self-focused attention in the classroom: When past and present interact

An experiment tested the impact of performance feedback on self-focused attention in high and low achievers. On the basis of previous research, which suggested that inconsistent feedback (i.e., feedback which contradicts one's performance history) receives considerable attention, it was predicted that such feedback would increase self-focus regardless of its valence (i.e., positive or negative). As predicted, high achievers were more self-focused when receiving failure feedback than when receiving success feedback or no feedback. The low achievers were more self-focused when receiving success feedback than when receiving failure feedback or no feedback. These findings are discussed in relation to Kluger and DeNisi's (1996) Feedback intervention theory and the literature on self-focused attention.     

Responses to formal performance appraisal feedback: the role of negative affectivity

This study examined the effects of performance appraisal feedback on job and organizational attitudes of tellers (N = 329) in a large international bank. Negative affectivity moderated the link between favorable appraisal feedback and job attitudes. Among the higher rated performers, attitudes were improved 1 month after being notified of favorable appraisal results (Time 2). Improved attitudes persisted 6 months after the performance appraisal (Time 3) among tellers with low negative affectivity but not among those with high negative affectivity. Among the lower rated performers, mean levels of attitudes did not change significantly during the study.     

The Influence of a Manager's Own Performance Appraisal on the Evaluation of Others

This study examined the possibility that the performance appraisal process is affected by a pervasive and inherent effect that has heretofore been unidentified. This effect derives from the results of the performance appraisal most recently performed on the manager who subsequently conducts appraisals of others. The nature of this effect was examined in four studies. In a case study, the ratings received by two area coordinators in a university academic department affected their subsequent ratings of faculty. In a simulation, 30 managers received hypothetical feedback regarding their own job performance. The managers subsequently evaluated an employee on videotape. Managers who received positive feedback about their performance subsequently rated the employee significantly higher than managers who received negative feedback regarding their own performance. This occurred despite the fact that the managers knew the evaluation of them was bogus. The results of two follow‐up field studies involving 74 manager–employee dyads in a manufacturing company in Canada and 39 manager–subordinate dyads in a retail organization in Turkey are consistent with the view that one's own performance appraisal is related to the subsequent appraisal of one's subordinates. Both anchoring with insufficient adjustment and a mood induction may explain this effect, but the results are more consistent with the former explanation than the latter.     

Impacts of delayed feedback on eco-driving behavior and resulting environmental performance changes

Several ways have been developed and applied to improve the environmental footprint of road transportation while contributing to a better road efficiency and safety. However, independently of these measures, the individual’s behavior as a commuter and/or as a driver is also a major issue that cannot be ignored. As a result, the aim of this paper was to assess the impacts of delayed feedback on driving performance considering indicators such as average speed, excess speeding, extreme braking and acceleration; fuel consumption and CO₂ emissions, among others. Data on driving behavior was collected over a period of 6 months through the use of an on-board device installed in 40 light-duty vehicles in the region of Lisbon, Portugal. Two driving monitoring periods of 3 months each were considered: without feedback (Phase 1) and with feedback (Phase 2). Additionally, the short-term (weekly and bi-weekly) impact of feedback on performance was also assessed.The major findings indicate that both experimental and control groups increased fuel consumption and CO₂ emissions over 5%. Both male and female drivers presented increases in these indicators with female drivers presenting higher values (up to 8%, as opposed to the 4% presented by male drivers). These results are related with increases in the number of accelerations, idling and number of small trips (below 2 km) between monitoring periods. Regarding the immediate impact of feedback on driving behavior, results indicate that when receiving negative feedback (revealing a performance decline), behavior would improve the following week. The opposite was found for positive feedback, with drivers worsening performance after being informed they had improved the previous week. Such findings might give an indication that people react differently to the feedback provided, and might depreciate the information provided when negative results are reached.     

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.     

Effects and timing of developmental peer appraisals in self-managing work groups

This study used a repeated measures time-series design to examine the immediate and longer term impact of a structured, face-to-face developmental peer appraisal on 294 undergraduates in 44 self-managing work groups (SMWGs) and 217 MBA students in 36 SMWGs. Results revealed an immediate positive impact on perceptions of open communication, task motivation, social loafing, group viability, cohesion, and satisfaction. Also, the effects of the peer appraisal were not dependent on the perceived ratio of positive to negative feedback, and the enduring impact of the appraisal was influenced by its timing relative to task deadline. Overall, results emphasized that peer appraisals can have a positive effect on relationships and task focus, are influenced by temporal context, and have great potential for work teams.     

Achievement Goals,Feedback, and Task Performance

Prior research indicates that instructions to focus attention on learning versus performance and the nature of feedback provided have distinct implications for subsequent task performance. We first examined how assigned learning and performance goals and feedback valence interact to determine performance change. Individuals with learning goal instructions performed better after negative feedback but worse after positive feedback. In Study 2, we found that implicit theory, an individual difference that is antecedent to general goal orientation, interacted with learning/performance goal instructions to influence performance change after negative feedback. In both studies, goal instructions influenced performance attributions and affective states, but these variables did not mediate the effects of the goal instructions or performance feedback. We discuss the implications of these results for academic and employment settings.     

Effects of anxiety on attentional allocation and task performance: An information processing analysis

An information processing signal detection methodology was employed to examine attentional allocation and its correlates in both normal comparison (NC) and generalized anxiety disorder (GAD) participants. In particular, the impact of neutral distractor and negative feedback cues on performance of an attention vigilance task was investigated. Individuals with GAD (N = 15) evidenced impaired performance on an attention vigilance task relative to NC participants (N = 15) when neutral distractor cues were presented. Contrary to prediction, no group differences in performance were detected under conditions in which participants were presented negative feedback cues they were told were relevant to their performance. Instead, GAD participants exhibited improvement during the experimental task such that their performance was equivalent to NC participants. Across trials, the clinically anxious group endorsed significantly higher levels of worry and negative affectivity; however, they failed to respond with concomitant physical arousal (e.g. increased muscle tension). These data are discussed within the context of Eysenck and Calvo's (1992, Cognition and Emotion, 6, 409–434) processing efficiency theory. Additionally, the results of this investigation provide support for Barlow's (1988, Anxiety and its disorders: The nature and treatment of anxiety and panic) conceptualization of anxiety as requiring the interaction of cognitive schema and physiological arousal.     

多源评价的特点与内在机制

多源评价在国外企业中的运用已日益成熟, 但在我国还停留在探索与发展阶段。基于已有的研究发现, 围绕评价过程、评价源及被评价者三方面对多源评价的特点及内在机制进行了探讨与分析。从评价过程看, 其评价目的具有多重性, 评价形式注重匿名性, 且评价结果的合理应用非常重要; 从评价源看, 不同评价源间的评价一致性较低, 且易造成晕轮效应和宽大效应; 从被评价者来看, 个体对多源评价结果的反应, 受到个性特征、反馈信号及自我-他人评价间差距等因素影响。研究也发现, 多源评价所带来的绩效改进结果具有不稳定性。基于此, 如何提高多源评价过程的有效性与准确性, 改善评价者对评价结果的反应, 以及如何对多源评价结果进行有效汇总等是未来值得研究的重要内容。     

Choking under pressure: multiple routes to skill failure

Poor performance in pressure-filled situations, or "choking under pressure," has largely been explained by two different classes of theories. Distraction theories propose that choking occurs because attention needed to perform the task at hand is coopted by task-irrelevant thoughts and worries. Explicit monitoring theories claim essentially the opposite-that pressure prompts individuals to attend closely to skill processes in a manner that disrupts execution. Although both mechanisms have been shown to occur in certain contexts, it is unclear when distraction and/or explicit monitoring will ultimately impact performance. The authors propose that aspects of the pressure situation itself can lead to distraction and/or explicit monitoring, differentially harming skills that rely more or less on working memory and attentional control. In Experiments 1-2, it is shown that pressure that induces distraction (involving performance-contingent outcomes) hurts rule-based category learning heavily dependent on attentional control. In contrast, pressure that induces explicit monitoring of performance (monitoring by others) hurts information-integration category learning thought to run best without heavy demands on working memory and attentional control. In Experiment 3, the authors leverage knowledge about how specific types of pressure impact performance to design interventions to eliminate choking. Finally, in Experiment 4, the selective effects of monitoring-pressure are replicated in a different procedural-based task: the serial reaction time task. Skill failure (and success) depends in part on how the performance environment influences attention and the extent to which skill execution depends on explicit attentional control.     

Effects of dispositional self-focus,appraisal and attention instructions on responses to a threatening stimulus

Abstract

Two studies are reported which explored the relationship between self-focused attention and anxiety. The first study tested the hypotheses that self-focused attention is associated with anxiety in threatening situations and that the relationship is mediated by negative appraisal processes. Study 1 showed no significant interaction between self-focus and negative appraisal on state-anxiety. However, self-focus was associated with increments in state-anxiety, high levels of worry and somatic symptom reports in a threatening situation. The relationship between self-focus and state-anxiety was mediated by somatic symptoms. Study 2 used cognitive and somatic self-attention instructions and external focus instructions to verify the hypothesis that self-focus on somatic arousal is associated with anxiety. It is concluded that specific self-focusing tendencies are associated with the elicitation and exacerbation of anxiety.     

Bearing Bad News: Reactions to Negative Performance Feedback

Knowledge of results plays a major role in almost all learning and motivational theories of task performance. Central to all these is the belief that it is necessary to feed back to employees information about the degree to which they have or have not met performance standards. In particular, information about performance that falls short of the standard (typically termed negative feedback) is a necessary but not sufficient condition for corrective action. However, reactions to negative feedback frequently do not produce the desired effect of improving performance even in cases where the person is capable of better performance. This article presents a model of negative feedback incorporating situational and individual characteristics that appear to impact motivation to respond to negative feedback.