Performance Feedback in Organizational Behavior Management

Prue, Donald M.; Fairbank, John A.

doi:10.1300/j075v03n01_01

Cited by 172 publications

(77 citation statements)

References 19 publications

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“…Closer analysis reveals two primary research camps that examine feedback. One looks at feedback as an organizational resource (Ilgen et al, 1979;Prue & Fairbank, 1981), addressing such issues as interventions (Kluger & DeNisi, 1996) and incentives (Ganzach, 1994). The other camp views feedback from the perspective of the individuals engaged in the behavior being evaluated (Ashford & Cum- mings, 1983) and identifies them as proactive in obtaining information useful for self-assessment (Sedikides, 1993).…”

Section: Conceptualization Of Culturementioning

confidence: 99%

The Impact of Culture on Feedback-Seeking Behavior: An Integrated Model and Propositions

Luque¹,

Sommer²

2000

The Academy of Management Review

115

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In recent research scholars have addressed the issue of an individual's behavior in feedback-seeking activity and, except in scant studies, have virtually ignored the role of culture in this area. In this article we explore four cultural syndromes, based on past research, to form a cross-cultural model of feedback-seeking behavior. We advance propositions for the study of culture as a moderator to feedback-seeking behavior.Feedback is a topic of significant research attention in the social sciences at the cognitive and organizational level (Ilgen, Fisher, & Taylor, 1979;Kluger & DeNisi, 1996;London, 1997; Pritchard, Jones, Roth, Stuebing, & Ekeberg, 1988).Similarly, the importance of feedback as a determinant of behavior receives much attention in the management literature (Balcazar, Hopkins, & Suarez, 1985;Locke & Latham, 1990).Feedback is a resource learned about directly on the job (Hackman, 1977) and through formal performance appraisals (Larson & Callahan, 1990;Pearce & Porter, 1986). Individuals deliberately react to feedback (Taylor, Fisher, & Ilgen, 1984) and purposely seek feedback (Ashford & Cummings, 1983). People have an intuitive interest in knowing "how they are doing," especially when their job depends on it. Thus, organizations continue to assess performance and implement feedback mechanisms. Recognizing this limitation, we do not attempt a comprehensive or exhaustive discussion here.Rather, we offer initial direction and propositions to spur research efforts. We focus our discussion primarily on how feedback-seeking behavior is influenced by the individual's cultural orientation. We also briefly examine how culture might affect organizational feedback giving, the recognized antecedent to an individual's feedback-seeking behavior (Ashford & Cummings, 1983: 375).

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Section: Conceptualization Of Culturementioning

confidence: 99%

The Impact of Culture on Feedback-Seeking Behavior: An Integrated Model and Propositions

Luque¹,

Sommer²

2000

The Academy of Management Review

115

View full text Add to dashboard Cite

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“…to get people to change the way they do something or to do something entirely different' ' (p. 156). Also, Prue and Fairbank (1981) noted that primary advantages of performance feedback interventions were their low economic institutional costs and their easy-to-implement approach to managing staff performance. And, equally important, according to Reid and Parsons (1994),`f eedback is likely to be necessary to maintain improved staff performance over time' ' (p. 2).…”

Section: Feedback As An Alternative To Costly Staff Training Programsmentioning

confidence: 99%

“…Davis, Bates, and Cuvo (1983) provided graphic feedback on a client's rate of performing a specific task and the rate increased from unacceptable to a rate required for competitive employment. Prue and Fairbank (1981) suggested that graphic feedback was more efficient than other forms in modifying staff performance. Balcazar, Hopkins, and Suarez (1986) reviewed performance feedback and concurred with Prue and Fairbank,``the forms involving graphic information are much more consistently effective than the other forms' ' (1985±86, p. 82).…”

Section: Characteristics Of Effective Feedback Deliverymentioning

confidence: 99%

“…Burgio, Engel, Hawkins, McCormick & Scheve (1990) discovered that individual staffperformance feedback produced significantly greater compliance with program regimen than did group-performance feedback. Prue and Fairbank (1981) also recommended private feedback in situations wherein baseline performance was too low and publicly displayed feedback might be too aversive. Also, face-toface verbal (performance) feedback involved less time for both staff and the person delivering feedback.…”

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confidence: 99%

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The effect of verbal and graphic feedback on the data-recording behavior of direct care trainers

Morris

Ellis

1997

Behav. Intervent.

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“…The extended maintenance of target behaviors under conditions of discontinued feedback is not typical of findings in other feedback studies (Prue & Fairbank, 1981 The feedback messages presented specific rules describing optimal technique. Correspondence between the subjects' actions and these rules was likely reinforced by both the praise statements embedded in the feedback as well as the reduced effort encountered in using the refined technique.…”

Section: Consumer Satisfaction and Cost Estimatesmentioning

confidence: 76%

Acquisition and Maintenance of Health‐care Routines as a Function of Feedback Density

Alavosius

Sulzer-Azároff

1990

J of App Behav Analysis

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Two schedules of feedback were examined to determine their relative effects on the acquisition and maintenance of three health-care routines: feeding, positioning, and transferring physically disabled patients. Four direct service providers' performances in the natural environment were measured weekly. Concurrent schedules and multiple baselines across subjects and response dasses were used to evaluate the effects of written instructions combined with either continuous, intermittent, or nofeedback schedules. Results showed that instructions alone led to slight and usually brief changes. Marked improvements were noted after feedback was introduced, with the continuous schedule producing more rapid acquisition. Follow-up measures indicated performance maintenance for both schedules. Subjects rated the feedback programs favorably and recommended provision ofthis service to co-workers. Cost estimates indicated that, although considerable time was spent developing the observational system, the feedback procedure was relatively inexpensive, easy to use, and did not interfere with patient care.

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Performance Feedback in Organizational Behavior Management

Cited by 172 publications

References 19 publications

The Impact of Culture on Feedback-Seeking Behavior: An Integrated Model and Propositions

The Impact of Culture on Feedback-Seeking Behavior: An Integrated Model and Propositions

The effect of verbal and graphic feedback on the data-recording behavior of direct care trainers

Acquisition and Maintenance of Health‐care Routines as a Function of Feedback Density

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