Sources of feedback: A preliminary investigation

Greller, Martin M.; Herold, David M.

doi:10.1016/0030-5073(75)90048-3

Cited by 199 publications

(113 citation statements)

References 2 publications

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“…Regular feedback on performance to employees through the use of statistical process controls, visual display and frequent team meetings (drumbeat meetings) used to track process quality issues such as defect rates, frequency of machine breakdown and monitor production progress (Conti et al, 2006;de Treville & Antonakis, 2006;Forza, 1996;Greller & Herold, 1975).…”

Section: Feedback (Study 1 2)mentioning

confidence: 99%

“…In order to do so it creates a system where employees receive timely and highly visible feedback on current process quality, such as defect rate or machine breakdown frequency, using highly visible communication tools such as charts posted on the shop floor (Forza, 1996). Statistical process controls are fed by continuous data regarding process behaviour which serves to greatly influence product quality through the short and fast feedback loops to the operator from the process (Greller & Herold, 1975). The minimising of buffers in lean manufacturing also serves as a feedback mechanism regarding production problems where any discrepancies between the production target and actual performance are instantly made apparent (Schonberger, 1982).…”

Section: Performance Feedbackmentioning

confidence: 99%

“…method and timing control). Finally, performance feedback is a necessary job resource to ensure timely feedback and performance tracking under lean manufacturing (Forza, 1996;Greller & Herold, 1975). Although feedback is commonly guaranteed under lean manufacturing through statistical process controls and visual displays, it is important for managers to provide supplementary feedback which is used constructively and at the group aggregate level to avoid the development of a 'blame' culture (Conti et al, 2006).…”

Section: Practical Implicationsmentioning

confidence: 99%

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Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

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ii Declaration I hereby certify that this material, which I now submit for assessment on the programme of study leading to the award of Doctor of Philosophy is entirely my own work, and that I have exercised reasonable care to ensure that the work is original, and does not to the best of my knowledge breach any law of copyright, and has not been taken from the work of others save and to the extent that such work has been cited and acknowledged within the text of my work. Flood. Patrick has provided great support and guidance during the past four years. He was also very influential in my decision to undertake the PhD during my time as a teaching assistant in DCU, and I will always be grateful for that push in the right direction. Over the past four years Janine has become both a wonderful mentor and a great friend. She has acted as my personal coach during this time and continued to build my confidence in my writing, presenting, and analytical skills, particularly when I was feeling insecure. Janine has also been a great advocate of my career and helped me to broaden my skills during my time as a PhD student in terms of teaching, writing and networking. The activities we were involved in together kept me sane and allowed me to maintain balance and perspective on my research. Both supervisors shared their wide international network of colleagues with me during my research which allowed me to meet and work with a number of very influential and interesting people over the years. It was a pleasure to work with you both.I would also like to thank Professor Eva Demerouti (Eindhoven University of Technology) with whom I collaborated with throughout this research. Eva was extremely accommodating when I approached her as an inexperienced and nervous first year student wanting to draw on her time and expertise in the area of engagement and burnout. I am very grateful for all the time, advice and encouragement she provided at our meetings in Utrecht, Eindhoven and during conferences. I also wish to acknowledge the time and effort spent by Eva in reading my work and assisting me with my statistical analysis, which is greatly appreciated. AbstractStudies to date which examine the quality of working life under lean manufacturing have yielded contradictory findings, whereby positive, negative and contingent effects on employee well-being have been demonstrated. A large contributor to these inconsistencies is the absence of an applicable model of job design which captures the complex socio-technical nature of this context. This research proposes and tests a model of job design under lean manufacturing using the Job Demands-Resources framework in order to capture the distinct motivational and health-impairing potential of this context. Cross-sectional data was collected from 200 employees working in a multi-national pharmaceutical manufacturing organisation with extensive lean usage. The findings supported hypotheses relating to the direct and interactive effects of lean-specific resources and demands in the prediction of ...

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Section: Feedback (Study 1 2)mentioning

confidence: 99%

Section: Performance Feedbackmentioning

confidence: 99%

Section: Practical Implicationsmentioning

confidence: 99%

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Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

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show abstract

“…A lack of well-developed theoretical statements relating specific characteristics of the feedback stimu us to psychological processes preceding the behavioral response in organizational settings. needed on the characteristics of sources (e.g., credibility, power) as they affect the accuracy of perceptions (Greller and Herold, 1975;Kanifer, Karoly, and Newman, 1974,).…”

Section: A Tendency To Confound the Notion Of Feedbackmentioning

confidence: 99%

Organizational and systems theory: An integrated review.

Swezey¹

1980

PsycEXTRA Dataset

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“…In a stud y designed to test this model, Greller (1975) found partial support for his hypothesis . One discrepant finding was that positive and negative feedback were not simpl e opposites .…”

Section: Feedbackmentioning

confidence: 99%