Designing Feedback to Achieve Performance Improvement

London, Manuel; Mone, Edward M.

doi:10.1002/9781118736982.ch23

Cited by 5 publications

(4 citation statements)

References 109 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…We provide the first evidence that coaching has meaningful effects on sales performance, and we highlight the importance of developing coaching skill among managers. These results demonstrate that coaching can be systematically integrated in the ongoing performance management process to drive greater employee productivity in sales organizations (Kinicki, Jacobson, Peterson, & Prussia, ; London & Mone, ).…”

mentioning

confidence: 78%

“…The feedback component of our multidimensional definition of managerial coaching warrants specific consideration given recent interest in the importance of feedback to performance management (Gregory & Levy, ; London & Mone, ). Responses to coaching feedback may depend on many complexities described by FIT that remain largely untested in the literature.…”

Section: Discussionmentioning

confidence: 99%

“…Last, managerial coaching involves the provision of feedback but includes additional facets beyond feedback, such as behavioral role modeling and goal setting. Thus, the effects of managerial coaching extend beyond those of open feedback exchanges (Gregory & Levy, ; London & Mone, ).…”

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Does Coaching Matter? A Multilevel Model Linking Managerial Coaching Skill and Frequency to Sales Goal Attainment

Dahling

Taylor

Chau

et al. 2015

Personnel Psychology

View full text Add to dashboard Cite

Managerial coaching is a process of feedback provision, behavioral modeling, and goal setting with subordinates to improve their performance and address their personal challenges. Despite the popularity of coaching as a management practice, the impact of coaching on objective measures of performance remains unclear. To this end, we tested a multilevel model linking managerial coaching frequency and skill to the sales goal attainment of 1,246 sales representatives in 136 teams within a pharmaceuticals organization over a year. Managers' coaching skill, which was evaluated in the context of a training exercise, was directly related to the annual sales goal attainment of the sales representatives that they supervised. This effect was partially mediated by team-level role clarity, as predicted by feedback intervention theory and goal setting theory. In addition, coaching skill had a cross-level moderating effect on the relationship between coaching frequency and sales goal attainment; coaching frequency had a negative effect on goal attainment when coaching skill was low. We discuss the implications of this finding for coaching research and practice. Overall, our results demonstrate the clear theoretical and practical importance of effective managerial coaching by drawing on multisource and multilevel measurements with a predictive design.

show abstract

mentioning

confidence: 78%

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

Does Coaching Matter? A Multilevel Model Linking Managerial Coaching Skill and Frequency to Sales Goal Attainment

Dahling

Taylor

Chau

et al. 2015

Personnel Psychology

View full text Add to dashboard Cite

show abstract

“…Both feedback-seeking dimensions incorporate elements of impression management and self-concept, thereby anchoring employee's work experience. However, cognitive processing manifests differently: monitoring may necessitate greater attentional effort, whereas direct inquiry emphasizes impression management [38].…”

Section: Theoretical Foundation and Component Definitionsmentioning

confidence: 99%

The Mediating Impact of Goal–Role Clarity on the Relationship between Feedback–Seeking Behavior and Goal Orientations with Job Satisfaction Intrinsic Cognitions and Person–Organization Fit

Manolache,

Epuran

2023

Sustainability

View full text Add to dashboard Cite

This study aims to offer a design for the cognitive calibration of employees’ work behaviors. The study focuses on fostering sustainable behavioral patterns in the workplace by arguing that, to sustain the cognitive maintenance of workplace behaviors, the nexus between self-efficacy behaviors, ability beliefs, job–role clarity, and employees’ perceived alignment should be considered during human resource (HR) processes and events, such as feedback conversations and performance reviews. The tool used to collect our data was a questionnaire administered both in paper format and digitally through an online platform compliant with European data protection regulations, to 210 professionals from two IT companies in northeastern Romania (n = 116 for the first sample and n = 94 for the second sample). The series of questions included Likert scales addressing frequency, (dis)agreement, and clarity. The model was tested using SPSS v.27 and SMART-PLS v.4 software, and the study used partial least squares structural equation modeling to examine the proposed hypotheses. Findings for Study 1 indicated that role clarity partially mediated the relationship between feedback–seeking and job cognitions whilst fully mediating the effect on person–organization fit. Results from Study 2 indicated that role clarity partially mediated the relationship between goal orientations and job cognitions and fully mediated the effect on person–organization fit. Therefore, it is possible to aid employees’ in storing their employment narratives in coherent cognitive schemas while elevating their assessment of work values’ alignment and meaningfulness. On this basis, effective tools and methodologies should be made available to employees, at the individual and team level, to help them understand the cognitive processing endorsing workplace behavioral patterns, compatibility, and causality for them to sustainably transform their workplace behavior.

show abstract

Preparing for the Real Thing with Practice Interviews: A Graduate Paramedic Perspective

Ross

Moffatt

2018

Australasian Journal of Paramedicine

View full text Add to dashboard Cite

IntroductionBehavioural interviews are a critical component of the job application process for ambulance services in Australia. They involve role specific open-ended questions that are designed to test an applicant’s skills, eligibility and experience. It is a process that is standardised and can be practised to increase familiarity and performance. Existing literature supports the benefits of practice interviews ahead of real interviews to improve applicant performance and subsequent employment success. The objective of this study was therefore to examine paramedic graduates’ perceptions on the value of participating in practice interviews before seeking employment with an ambulance service.MethodsStudents enrolled in the Bachelor of Emergency Health (Paramedic) at Monash University in Victoria took part in a cross-sectional pilot study. Three paper-based surveys were created to assess the value of practice interviews. Both quantitative and qualitative methods were used.ResultsFourteen (n=14) students participated. All participants agreed or strongly agreed that practice interviews would help them gain employment. All participants perceived that practice interview helped improve their confidence and preparation for their actual interview.ConclusionPractice interviews were found to be a positive and worthwhile undertaking. They increased confidence and improved preparation through practise and feedback. Participants agreed that they were valuable and perceived that they led to improved performance in their real interviews and subsequent employment success.

show abstract

Designing Feedback to Achieve Performance Improvement

Cited by 5 publications

References 109 publications

Does Coaching Matter? A Multilevel Model Linking Managerial Coaching Skill and Frequency to Sales Goal Attainment

Does Coaching Matter? A Multilevel Model Linking Managerial Coaching Skill and Frequency to Sales Goal Attainment

The Mediating Impact of Goal–Role Clarity on the Relationship between Feedback–Seeking Behavior and Goal Orientations with Job Satisfaction Intrinsic Cognitions and Person–Organization Fit

Preparing for the Real Thing with Practice Interviews: A Graduate Paramedic Perspective

Contact Info

Product

Resources

About