When employees at work don't get it: A model for enhancing individual employee change in response to performance feedback

Silverman, Stanley B.; Pogson, Corrie E.; Cober, Alana B.

doi:10.5465/ame.2005.16965190

Cited by 18 publications

(12 citation statements)

References 19 publications

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“…Without the metacognitive skills needed to evaluate their own and other people's performance, low skill employees are unable to engage in the informal social comparison processes that high skill employees use to assess their relative competence levels (Kruger & Dunning, 1999). As a result, 'low skill and unaware' employees may be more dependent on objective benchmarking data provided directly by the organization (Silverman, Pogson, & Cober, 2005). However, learning that one has low diversity skills may be very threatening to an employee's self-concept, and the way in which this feedback is communicated may make the employee more or less open to training.…”

Section: Discussionmentioning

confidence: 97%

The rich get richer: predicting participation in voluntary diversity training

et al. 2007

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SummaryThis research examined whether trainee demographics and pre-training competence predicted participation in voluntary diversity training. Results indicate that demographic variables had no impact on interest in training (Study One) or on actual training participation (Study Two). However, pre-training competence levels had a positive effect on both outcomes. More competent trainees expressed more interest in additional training (Study One) and were more likely to attend a voluntary training session (Study Two). The authors suggest that trainees with low competence in the diversity domain are unaware of their low competence levels and therefore are not motivated to participate in training programs designed to increase diversity competence. Implications of these findings for organizations offering voluntary diversity training are discussed.

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Section: Discussionmentioning

confidence: 97%

The rich get richer: predicting participation in voluntary diversity training

et al. 2007

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“…In certain jobs, workplace arrogance could prove particularly costly if it ends up costing the organization customer loyalty or satisfaction, team morale, leader-member relationships, or commitment to a project or task. Silverman, Pogson, and Cober (2005) identified a set of individual and organizational precursors that, when present, increase the likelihood that an individual will change in response to feedback. Silverman and Muller (2009) provide a performance management model that embeds these precursors (e.g., feedback environment, accountability, willingness for feedback) into the performance management process.…”

Section: Practical Implicationsmentioning

confidence: 99%

Acting Superior But Actually Inferior?: Correlates and Consequences of Workplace Arrogance

et al. 2010

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Accounts of arrogant employees abound, yet there is little systematic research on arrogance within organizations. In response to this oversight, this article presents the findings from four studies. In Studies 1 and 2, the authors developed the Workplace Arrogance Scale and found support for its convergent and discriminant validity. In Study 3, the Workplace Arrogance Scale was included as part of a 360-degree performance feedback survey. Results revealed that there was satisfactory agreement between self-and other-ratings of arrogance. The authors also found that arrogance was negatively related to self-and other-rated task performance. Findings from Study 4 suggested that arrogance is negatively related to cognitive ability and self-esteem. The authors conclude by discussing the theoretical and practical implications of these findings.

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“…Tactics, in this context, refer to the strategic procedures that managers use to tell employees that they have performed poorly. We identify the tactics managers believe are more likely to generate positive employee responses (Goodhew, Cammock & Hamilton, 2008;Silverman, 2005). We provide examples of what managers say to employees to illustrate how these tactics are applied by managers.…”

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confidence: 99%

Managerial tactics for communicating negative performance feedback

2016

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When employees at work don't get it: A model for enhancing individual employee change in response to performance feedback

Cited by 18 publications

References 19 publications

The rich get richer: predicting participation in voluntary diversity training

The rich get richer: predicting participation in voluntary diversity training

Acting Superior But Actually Inferior?: Correlates and Consequences of Workplace Arrogance

Managerial tactics for communicating negative performance feedback

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