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

Reynolds, Dennis

doi:10.1016/j.ijhm.2004.12.007

Cited by 20 publications

(6 citation statements)

References 53 publications

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“…It can be understood in the context of the self-determination theory. The results showed the positive outcomes for competency increased self-efficacy [35,48,49] and positive competence perception increased intrinsic motivation [27,53]. This is an analysis of the effect on intrinsic motivation including the variables affecting self-efficacy.…”

Section: Discussionmentioning

confidence: 97%

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Moderating Effects of the Timing of Reward Determination and Performance Standards between Rewards and Self-Efficacy for Sustainable Intrinsic Motivation

Park

Yang

2019

Sustainability

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The purpose of this study is to determine the moderating effects of the timing of reward determination and performance standards on the relationship between pay-for-performance and self-efficacy. It is an experimental study; the sample included 352 participants from Amazon Mechanical Turk, and an online experiment was conducted on an external website. The model was tested for mediation and moderation processes using regression analysis and analysis of variance (ANOVA). The results showed a mediating effect of self-efficacy between pay-for-performance and intrinsic motivation. A moderating effect of performance standards (absolute, relative, ambiguous) on the relationship between pay-for-performance and self-efficacy was also found. Moreover, performance standards were found to be more important moderators than the timing of reward determination. The theoretical contribution of this paper was to observe the concept of timing of reward determination and empirically validate self-determination theory. The results also infer that people measure their own efficacy or competence by comparing themselves with others more than with other performance standards. The use of absolute performance standards is recommended for sustainable self-efficacy and intrinsic motivation of employees. This study introduced the concept of the timing of reward determination (i.e., before or after completion of a performance-related task) and verified the moderating effect of performance standards.

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Section: Discussionmentioning

confidence: 97%

“…Receiving rewards under a pay-for-performance paradigm means that recipients performed better than certain performance standards, which could be seen as an experience of success and positive feedback. Thus, receiving pay-for-performance can increase self-efficacy [49].…”

Section: Self-efficacy and Intrinsic Motivationmentioning

confidence: 99%

Moderating Effects of the Timing of Reward Determination and Performance Standards between Rewards and Self-Efficacy for Sustainable Intrinsic Motivation

Park

Yang

2019

Sustainability

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“…Previous research has shown that false normative positive feedback not only affects performance, but also self-efficacy, and such feedback has been successfully applied to manipulate self-efficacy (e.g., Reynolds, 2006;Beattie et al, 2016;Brown et al, 2016;Dimotakis et al, 2017). This has also been used in experiments with mental arithmetic tasks (Weinberg et al, 1979;Wright and Gregorich, 1989;Eden and Zuk, 1995;Brown et al, 2012).…”

Section: Positive Feedback As An Intervention To Increase Self-efficacymentioning

confidence: 99%

Well Done! Effects of Positive Feedback on Perceived Self-Efficacy, Flow and Performance in a Mental Arithmetic Task

et al. 2020

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Self-efficacy is a well-known psychological resource, being positively associated with increased performance. Furthermore, results from field studies suggest a positive impact of self-efficacy on flow experience, which has not yet been tested experimentally. In this study, we manipulated self-efficacy by means of positive feedback and investigated whether self-efficacy serves as a mediator in the relationship between positive feedback and flow and in the relationship between positive feedback and performance. Our sample consisted of 102 participants (63 female, 39 male). The experimental group received positive feedback after completing 5 min of mental arithmetic tasks on a computer, whereas the control group received no feedback. A second session of a mental arithmetic task was then completed for 5 min. Mediation analyses confirmed that specific self-efficacy mediated a positive effect of positive feedback on flow as well as on both performance measures (quality and quantity) in a subsequent task. However, direct effects of feedback on flow and on performance were not significant, which suggests the presence of other mechanisms that remain to be investigated.

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“…Consider, for instance, manager-subordinate interactions in which feedback has a direct impact on a subordinate's self-efficacy (Reynolds, 2006). This is important to consider, as the quality of these communications may affect employee retention, productivity, and loyalty, which are all essential to an organization's competence and ability to interact with clients.…”

Section: Theoretical Orientationmentioning

confidence: 99%

Trust and outsourcing: Do perceptions of trust influence the retention of outsourcing providers in the hospitality industry?

Leeman

Reynolds

2012

International Journal of Hospitality Management

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

Cited by 20 publications

References 53 publications

Moderating Effects of the Timing of Reward Determination and Performance Standards between Rewards and Self-Efficacy for Sustainable Intrinsic Motivation

Moderating Effects of the Timing of Reward Determination and Performance Standards between Rewards and Self-Efficacy for Sustainable Intrinsic Motivation

Well Done! Effects of Positive Feedback on Perceived Self-Efficacy, Flow and Performance in a Mental Arithmetic Task

Trust and outsourcing: Do perceptions of trust influence the retention of outsourcing providers in the hospitality industry?

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