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.     

SELF-ESTEEM AND JOB PERFORMANCE: THE MODERATING ROLE OF SELF-ESTEEM CONTINGENCIES

Although theoretical perspectives suggest self-esteem level (i.e., high/low) should have main and moderating effects on job performance, empirical and narrative reviews of the literature suggest such effects are either nonexistent or highly variable. To account for these mixed findings, we hypothesized that self-esteem level should only have main and moderating effects on job performance when one's self-esteem is not contingent upon workplace performance. Using multisource ratings across 2 samples of working adults, we found that the importance of performance to self-esteem (IPSE) moderated the effect of self-esteem level on job performance and moderated the buffering interaction between self-esteem level and role conflict in the prediction of job performance. Our results thus support IPSE as an important moderator of both main and moderating effects of self-esteem level.     

EXAMINATION OF SITUATIONAL AND ATTITUDINAL MODERATORS OF THE HESITATION AND PERFORMANCE RELATION

The hesitation dimension of action-state orientation refers to the behavioral capacity to start action on tasks. In this study, job characteristics (autonomy and routineness) and job attitudes (satisfaction and involvement) were examined as moderators of the relation between hesitation and supervisor ratings of work behaviors (overall job performance and self-management performance) in 2 different samples. In both samples, routineness moderated the hesitation and self-management performance relation such that individuals low in hesitation performed better than individuals high in hesitation when routineness was low, but no differences in performance were observed when routineness was high. In addition, job satisfaction and job involvement were significant moderators of the relation between hesitation and self-management performance, with individuals low in hesitation performing better than individuals high in hesitation when satisfaction or involvement was low, but no differences in performance were observed when satisfaction or involvement was high.     

PERFORMANCE FEEDBACK INFORMATION AND ORGANIZATIONAL COMMUNICATION: EVIDENCE OF CONCEPTUAL CONVERGENCE

This study investigates the degree to which performance feedback information can be conceptually housed within an existing theoretical framework of organizational communication. If one's job can be conceptualized as a work information environment, then logically there should be some communality between organizational communication and performance feedback information. In this study 213 faculty members at Iowa State University completed a questionnaire addressing patterns of organizational communication within their respective academic departments and feedback on their own job performance provided them by multiple sources. In order to uncover any underlying congruence between the communication and feedback constructs, the data were subjected to canonical correlation analysis. The results revealed that the type of feedback, source of feedback, and perceived reliability of feedback sources were all found to interact in logical patterns with selected dimensions of organizational communication.     

COMMUNICATION SATISFACTION,JOB SATISFACTION,AND JOB PERFORMANCE

This field study of 327 hospital nurses investigated the relationship between perceived satisfaction with organizational communication and job satisfaction and job performance. The researcher developed a research model incorporating nine dimensions of communication satisfaction and hypothesized their varying relationships with job satisfaction and job performance. Correlation, multiple regression, and canonical correlation analyses revealed significant positive relationships between communication satisfaction and job satisfaction, and communication satisfaction and job performance. The communication satisfaction-job satisfaction link was stronger. The same facets of communication—supervisor communication, communication climate, and personal feedback—were found to be most strongly related to both job satisfaction and performance. Although the importance of the superior-subordinate communication relationship was confirmed, top management communication also was substantially related to job satisfaction and, to a lesser degree, job performance. Rank-order correlation results of this study were compared to several other studies and some congruent patterns were found.     

THE EFFECTS OF PERFORMANCE FEEDBACK ON THE SAFETY OF CLIENT LIFTING AND TRANSFER

Individual written and verbal performance feedback was examined to determine its influence on the safety with which physically disabled clients were transferred. Two client-transfer techniques were task analyzed and six direct service providers' on-the-job performance was measured weekly. A multiple baseline across settings and subjects was used to evaluate effects of the feedback. Consumer satisfaction and the costs of the procedures were also assessed. Results showed that feedback was consistently followed by improvements in safe performance. These improvements tended to maintain as feedback was faded. Participants favorably rated the feedback procedure and consistently recommended its use with other staff.     

EFFECTS OF FEEDBACK AND COGNITIVE PLAYFULNESS ON PERFORMANCE IN MICROCOMPUTER SOFTWARE TRAINING

A field experiment of 68 full-time employees studied the effects of performance feedback and cognitive playfulness (that is, cognitive spontaneity in human-computer interactions) on microcomputer training performance. In addition, this research examined the impacts of performance feedback and cognitive playfulness on software efficacy perceptions and on a variety of affective outcomes, including satisfaction with feedback, satisfaction with training, and positive mood. The findings suggest that positive feedback generally results in higher test performance and more positive affective outcomes, than does negative feedback. Similarly, employees higher in cognitive playfulness demonstrated higher test performance and more positive affective outcomes than those lower in cognitive playfulness. Finally, a significant feedback × playfulness interaction on test performance was found. Specifically, employees lower in cognitive playfulness benefited more from the positive feedback than did those higher in cognitive playfulness. Implications for practice and future research are discussed.     

COMPARISONS OF MANAGERIAL AND EMPLOYEE SATISFACTION WITH A PERFORMANCE APPRAISAL SYSTEM

Questionnaires were administered to managers and employees in a large multinational corporation to assess satisfaction with various aspects of a performance appraisal system. Comparisons of managers' and employees' satisfaction were made by conducting factor analyses for each sample. The results indicate moderate similarity between the two groups. However, two significant differences were revealed by the analysis. First, there is evidence that employees perceive certain aspects of the appraisal system in a global way, whereas managers differentiate among various components and see them as distinct entities. Second, the relative importance of the factors differs between the two groups. The largest portion of variance accounted for in the employee sample pertained to general satisfaction with the system whereas for managers it pertained to the types of ratings made on the appraisal form. The results are discussed in terms of the different perspectives managers and employees have in the appraisal process.     

Effects of Trust in Superiors and Influence of Superiors on the Association Between Individual-Job Congruence and Job Performance/Satisfaction

This research examines the moderating influences of trust in superiors and influence of superiors as elements of an organization communication system on the association between individual-job congruence and job performance/satisfaction. Data from 302 employees were used to assess the research design variables of growth need strength, job scope, trust in superiors, influence of superiors, job performance, and job satisfaction. Moderated regression analysis gave weak support to trust and influence as moderators of the association between individual-job congruence and both job performance and satisfaction. The results did, however, provide justification for trust in superiors and influence of superiors as predictors of performance and satisfaction. The data suggest that other factors may account for changes in the research variables.     

科技侵扰与恋爱关系满意度:有调节的中介效应

采用问卷法对454名处于亲密恋爱关系中的未婚个体进行调查,考察了沟通质量在科技侵扰与亲密关系满意度之间的中介效应,及信任对这一中介过程的调节效应。结果表明：(1)科技侵扰对亲密关系满意度具有显著负向预测作用;(2)沟通质量在科技侵扰与亲密关系满意度之间起中介作用;(3)科技侵扰通过沟通质量对亲密关系满意度的中介受到信任的调节,具体来说,个体对伴侣信任水平较高时,将减弱沟通质量变差对亲密关系满意度的破坏作用。本研究在新的时代背景下探究智能手机使用在亲密互动中的影响及其中的机制和边界条件。研究结果提示,科技侵扰可以通过破坏沟通质量影响恋爱个体的亲密关系满意度,且在此过程中信任可以缓冲沟通质量变差对亲密关系的影响。     

THE MODERATING EFFECT OF SITUATIONAL CONTROL OF PERFORMANCE VARIANCE ON THE RELATIONSHIP BETWEEN INDIVIDUAL DIFFERENCES AND PERFORMANCE1

The present study investigated the existence of a moderating effect for situational control of performance variance on the relationship between individual differences and performance. An experimental simulation was conducted and validity coefficients were calculated. Results supported the presence of the predicted moderating effect. The implications of these data for validation research and testing programs are discussed.     

EMPLOYEE REACTIONS TO PERFORMANCE STANDARDS: A REVIEW AND RESEARCH PROPOSITIONS

Although the use of evaluative performance standards is common in most organizations, research in our field has focused almost exclusively on selection standards (and predictor cut-off scores), rather than standards for subsequent performance. This review considers aspects of the performance standard-setting process that influence incumbents' job reactions, specifically in terms of motivated performance and job satisfaction. We draw upon the following literatures to specify future research needs and directions: goal setting, feedback and framing, performance expectations, job satisfaction, and utility analysis. The result is an outline of research propositions concerning the acceptance of performance standards, the content of performance standards, the communication of standards, and the difficulty levels of those standards.     

A FIELD STUDY OF THE RELATIONSHIP BETWEEN THE ORGANIZATIONAL FEEDBACK ENVIRONMENT AND PERFORMANCE

This field study used the Job Feedback Survey (Herold & Parsons, 1985) and performance data gathered from multiple sources to examine the relationship between the perceived organizational feedback environment and performance. Regression analyses indicated that, while holding the other feedback variables constant, feedback from supervisory and organizational sources was related to reported job performance while feedback from peers and self was not. Most of the unique variance in performance explained by feedback was also accounted for by feedback from organizational and supervisory sources. Negative expressions from organizational/supervisory sources (e.g., the supervisor expressing anger, the company communicating dissatisfaction with poor performance) were related to lower performance, and positive job changes initiated by these sources (e.g., increasing responsibility, assignment to special jobs) were related to higher performance. Higher performers did not receive more feedback than lower performers but did receive more total positive feedback. Supplemental issues, possible explanations, and implications of the findings are discussed.     

COMPUTER-AIDED MONITORING: ITS INFLUENCE ON EMPLOYEE JOB SATISFACTION AND TURNOVER

Computer-aided monitoring is a phenomenon that is likely to become more prevalent in the workplace and, thus, central to understanding contemporary employee responses to work. This study develops a model for examining the impact of monitoring on employee-level job satisfaction and turnover propensity. The results show that for some employees the negative effects of monitoring are inherent, but for others its negative impact can be mitigated by attention to feedback/performance appraisal processes. While organizational-level rules pertaining to monitoring are important, managerial efforts aimed at minimizing negative consequences for the organization and individuals need to pay close attention to the feedback/performance appraisal processes.     

Factors Influencing Employee Beliefs That Pay Is Tied to Performance

The unique relationship of perceived pay level equity, perceived appraisal accuracy, merit increase satisfaction, trust in supervisor, and trust in top management to employee beliefs that pay is tied to performance was investigated in a sample of 658 managerial, professional, and clerical employees. Pay level equity, merit increase satisfaction, and trust in top management exhibited a significant unique relationship. Post hoc analysis found appraisal accuracy exhibited a significant unique relationship with belief that pay is tied to performance among employees receiving a lower or higher than expected performance appraisal, but not among employees receiving the expected performance appraisal.     

绩效考核满意度对工作退缩行为的影响:有调节的中介效应

绩效考核满意度对员工工作行为的影响和作用机制一直是组织行为领域研究的重点。本研究采用《绩效考核满意度量表》、《在职行为量表》等研究工具,抽取419名在职员工,考察绩效考核满意度与工作退缩行为之间的关系以及组织公平感、道德型领导在其二者关系上的作用机制。结果发现:(1)绩效考核满意度与工作退缩行为之间存在显著负相关。(2)道德型领导调节绩效考核满意度和组织公平感之间的关系。(3)道德型领导调节绩效考核满意度和工作退缩行为之间的关系。(4)道德型领导和绩效考核满意度的交互作用通过分配公平、程序公平影响工作退缩行为。     

PERFORMANCE APPRAISAL, PROMOTION AND THE COURTS: A CRITICAL REVIEW

Twenty-three Title VII court cases were reviewed in order to determine the standards set by the courts in their assessment of performance appraisal systems when used as the basis for promotion decisions. The topics covered were adverse impact determination, the courts' adjudication strategy, and the evidence needed to justify the performance appraisal procedures. Among the major findings was the courts': (1) failure to adhere to the "applicant flow technique" of adverse impact determination, (2) interest in assessing performance appraisal systems regardless of their adverse impact, (3) ignorance regarding acceptable validation procedures, and (4) focus on objectivity in lieu of validity. The discussion offered suggestions to employers for developing a professionally sound and legally defensible appraisal system.     

INTERRATER CORRELATIONS DO NOT ESTIMATE THE RELIABILITY OF JOB PERFORMANCE RATINGS

Interrater correlations are widely interpreted as estimates of the reliability of supervisory performance ratings, and are frequently used to correct the correlations between ratings and other measures (e.g., test scores) for attenuation. These interrater correlations do provide some useful information, but they are not reliability coefficients. There is clear evidence of systematic rater effects in performance appraisal, and variance associated with raters is not a source of random measurement error. We use generalizability theory to show why rater variance is not properly interpreted as measurement error, and show how such systematic rater effects can influence both reliability estimates and validity coefficients. We show conditions under which interrater correlations can either overestimate or underestimate reliability coefficients, and discuss reasons other than random measurement error for low interrater correlations.     

NUMBER AND SPECIFICITY OF PERFORMANCE OUTCOMES IN THE PREDICTION OF ATTITUDES AND BEHAVIORAL INTENTIONS

The problem of how many performance outcomes to use and how specific they should be in predicting satisfaction and behavioral intentions was addressed. 323 soldiers responded to a desirability and instrumentality scale for each of 16 potential outcomes obtainable from outstanding performance. Scores were factor analysed and composites were formed to reflect each dimension. Three criteria (satisfaction, perceived effort and intention to reenlist) were predicted using (a) all 16 outcome items, (b) only 11 items defining four outcome dimensions and (c) 4 items only, each item reflecting an outcome dimension. In all cases, the 11-item set was a better predictor than the 16-item set, and the 4-item set was nearly as effective as the 16-item set. Instrumentalities were found to be significantly better predictors of satisfaction than of effort, while the reverse was true of valences. It was suggested that adequacy of coverage of the out come domain rather than list length or outcome specificity, was the critical issue in improving predictability.     

Predictors of Participation in Performance Appraisal: A Voluntary System in a Blue-Collar Work Environment

Organisations have long acknowledged the value of performance appraisal in both administration decisions and in motivating employees. However, it would appear that most empirical research has focused on compulsory systems designed for use with executives and managers (Bannister and Balkin 1990; Ilgen, Fisher and Taylor 1979; Klein 1989). The reluctance to implement appraisal systems with lower level and base-grade employees may be due to several factors, including employee and union resistance to compulsory systems of appraisal (Nankervis 1990). Faced with this problem, appraisal can be viewed by appraisees and appraisers as an `innovation'. In a climate with growing emphasis on participative management styles, self-regulated or voluntary systems of performance appraisal may become increasingly prevalent and important. Thus, 476 base-grade (shop floor) employees of an Australian government business enterprise completed a survey regarding issues such as attitude to performance appraisal, source credibility, system satisfaction, anticipated feedback, perceived consequences of participation and intention to enter the system. Roger's (1983) innovation-decision model was utilised in the structure and analysis of the data and provided useful insights regarding the factors which are related to participation in a voluntary system of performance appraisal. Findings indicated that attitude towards, and support of, performance appraisal in general, perception of consequences of performance appraisal, satisfaction with the supervisor, anticipated feedback, and awareness and knowledge of the system in place in the organisation, were important in predicting the decision to adopt or reject the performance appraisal scheme.