Pygmalion at Sea: Improving the Work Effectiveness of Low Performers

Abstract

This study evaluated an innovative organization development intervention that specifically focused on improving the performance of undermotivated, problem sailors on a Navy ship. The intervention consisted of three separate but integrated training tracks. Target groups were the low performers (LPs), all supervisory personnel, and a subgroup of supervisors designated to serve as counselors/mentors. An attempt was made to provide a supportive organizational environment that would reinforce any positive behavior changes among the LPs. Results indicated that the LPs showed significant improvements on both performance indices and on a number of disciplinary offenses when compared to controls. Discussion centered on potential methodological problems encountered in the evaluation as well as on theoretical frameworks for understanding the dynamics of the intervention.

A multiple group analysis of the training transfer model: exploring the differences between high and low performers in a Korean insurance company

“…As mentioned previously, more and more organizations are separately managing and developing high and low performers, and interventions related to education and training are frequently being utilized for the process of discrete talent management and development (Crawford et al 1980;Daley 2008;Stadler 2011;Dries et al 2012). This study provides empirical evidence for the proposition that different strategies should be used to effectively promote training transfer among high and low performers.…”

“…The findings of this study will contribute to a comprehensive understanding of the relationships among variables related to transfer of training and to development of an integrative theoretical model. Also, an increasing number of organizations are introducing distinct HR practices for employees with different performance levels in terms of talent management (Crawford, Thomas and Fink 1980;Daley 2008;Stadler 2011;Dries, Vantilborgh and Pepermans 2012). For instance, a large number of organizations are providing compensative management training programs that intend to improve the leadership competencies of high performers as their 'High-Pos' and revitalizing training programs to motivate low performers for performance improvement.…”

Pygmalion in work organizations: a meta‐analysis

“…Instead of being given expectancy information regarding their subordinates, leaders in Crawford et al's study were educated about the Pygmalion eect via a multimedia training programme. Thus, the eects of the expectancy induction are conceptually not comparable to those in other studies.There was an additional methodological inconsistency between the Crawford et al (1980) study and other studies in the present meta-analysis. The leaders who had raised expectations for a group of sailors later rated the performance of those same sailors.…”

“…This search elicited publications from 1971 through 1997. In a subsequent 1 A study by Crawford et al (1980) was not included in the present meta-analysis, but was included in the McNatt (2000) meta-analysis and is worth discussing. Low performing sailors in the United States Navy were exposed to a programme designed to improve their performance.…”

To what extent does performance-related feedback affect managers’ self-efficacy?

“…The effect of positive expectations is not surprising given both the ubiquitous relationship between positive feedback and outcomes and the evidence provided in the literature linking positive supervisory expectations and subordinate performance (e.g., Crawford et al, 1980;Eden and Ravid, 1982;King, 1974;Rosenthal and Jacobson, 1968). The effects of positive feedback on self-efficacy are similarly confirmatory given findings associated with self-efficacy research that demonstrate the construct's utility as an antecedent of performance (e.g., Barling and Beattie, 1983;Gist, 1987Gist, , 1989Gist and Mitchell, 1992;Wood and Locke, 1987).…”