Effects Of Performance Feedback Research Articles

Performance Management Indices as A Stimulant of Employee Productivity in Nigerian Telecommunication Firm

The study examined performance management indices as a stimulant of employee productivity in Nigerian Telecommunication Firms. Specifically, the study investigated the effect of performance feedback; evaluated the effect of performance appraisal; examined the effect of training and development and determined the effect of reward system on employee productivity. A descriptive survey research design was adopted for the study. The population of the study comprised the selected telecommunication firm (MTN, Glo) staff in Edo State, Nigeria. The sample size was 334. Primary data used for the study were gathered through the administration of a structured questionnaire. Data gathered were analyzed using multiple regression. The result showed that performance appraisal has a significant effect on employee productivity; Moreso, performance appraisal has a significant effect on employee productivity; it further showed that training and development have a significant effect on employee productivity; Finally, it showed that the reward system has a significant effect on employee productivity. The study concluded that all the constructs of the explanatory variables were significantly related to employee productivity in Nigerian Telecommunication Firms.

Unpacking the effects of performance feedback on strategic change: the moderating role of industry conditions

PurposeThis paper aims to integrate insights from the behavioral theory of the firm and the dynamic capabilities perspective to explain how the historical and social attainment discrepancies motivate firms to change. Specifically, this paper proposes that a negative historical attainment discrepancy encourages the firm to engage in strategic change to solve its performance problems. In contrast, this paper advanced that a positive social attainment discrepancy motivates strategic change as a mechanism to bolster the firm’s position within the industry. Further, this paper integrated the moderating effects of industry dynamism and industry munificence.Design/methodology/approachThis paper tests hypotheses using panel data on 2,435 US public firms over the years from 1996 to 2018. This paper uses a fixed-effects regression model to empirically test these hypotheses.FindingsThis paper finds empirical support for the effects of both the negative historical attainment discrepancy and the positive social attainment discrepancy on the firm’s tendency to engage in strategic change. As for the hypothesized moderating effects, this paper finds that industry munificence accentuated the effects of both attainment discrepancies on the firm’s tendency to engage in strategic change. However, the results do not support the hypothesized moderating effect of industry dynamism on either of these attainment discrepancies.Originality/valueThis paper contributes to the research on the separate effects of historical and social comparisons within the context of strategic change. Further, the paper bolsters our understanding of how performance feedback increases the firm’s tendency to change. Finally, the paper integrates theoretical views from the behavioral theory of the firm and the dynamic capabilities perspective on how socially high-performing firms may build and sustain their competitive advantage through organizational change.

Performance Feedback and Innovative Search Strategies: An Integrative Perspective of Motivation and Capacity for Risk Taking

AbstractInnovative search is a critical component of strategic decision making, and its different dimensions convey various levels of risk. Prior research on the behavioural theory of the firm has focused on motivation logic or capacity logic to predict the effects of performance feedback on risk taking but has paid limited attention to their joint effects. To construct a comprehensive framework in the behavioural theory of the firm, we consider both motivation and capacity logic to analyse the impact of performance feedback on risk taking. We argue that underperformance feedback positively affects innovative search scope and that overperformance feedback entails a U‐shaped relationship with innovative search scope, while innovative search depth shows the opposite trend. Using a unique dataset consisting of 9,730 firm‐year observations of 2,102 Chinese listed firms from 2008 to 2018, we conduct fixed‐effect regression analyses to test our hypotheses and find support for most theoretical predictions. We also identify the boundary roles of environmental dynamism. This study contributes to the literature on the behavioural theory of the firm by predicting innovative search strategies using a consistent and integrative framework.

Performance feedback on sales growth and M&A: Evidence from China

This study examines the effects of performance feedback on sales growth relative to social and historical aspirations on corporate merger and acquisition (M&A) decisions and M&A performance. A sample of 924 M&A deals announced by Chinese manufacturing firms between January 2006 and June 2022 is analyzed using logistic regression and multiple linear regression. Robustness tests are also conducted to show that the main results are consistent. We find that (1) negative performance feedback relative to social aspiration motivates acquirers to undertake more risk in M&A-related decisions such as choosing overseas targets and using non-deferred payments in deal structure; while negative historical performance feedback significantly encourages acquirers to choose deferred deal structure. Positive performance feedback does not have a significant impact on acquirers’ choices; (2) In terms of M&A performance, both negative and positive performance feedback relative to social aspiration can have a positive effect on M&A performance; while historical performance feedback cannot affect M&A performance. This paper addresses the heterogeneity of the effects of performance feedback (which is divided into historical and social performance feedback) on firm behavior and contributes to the Behavioral Theory of Firms and Stewardship theory.

Influence of Performance Appraisal on Employee Performance in the Energy Sector Kenya

Abstract
 The study focused more on exploring performance appraisal regarding employee performance to ascertain the influence of performance evaluation on employee performance in the energy sector. Similarly the objective of this research was to look into the result of goal setting on employee performance, to find out how career plans influence on workers’ effectiveness, and for determining the extent to which competency-based evaluation influence employees performance, to investigate the impact of ongoing feedback through employee achievement and to assess how incentives affect employee performance in Kenya energy sector through a research paper survey of Kenya Power Ltd. (KP), Kenya Electricity Transmission Company Ltd. (KETRACO), and Kenya Electricity Generating Company PLC. (KenGen), all of which are located in Nairobi County. The researcher used explanatory sequential design method. The study's population was 8820 employees, 11% of total population utilizing a sample size of 801 participant attracted as for all divisions in and to organizations, varying from Senior, middle, and lower-level management employees. Consequently, the researcher used a random sampling technique to collect data from respondents at various levels of management in Kenya's energy sector. Semi-structured questionnaires were used to gather primary data because they allow for open-ended responses from respondents and allow the researcher to easily prepare questions ahead of time to guide the discussion and keep the participants on topic. The collected data was analyzed by use of descriptive statistics and the Statistical Package for Social Sciences (SPSS). Finally, the data was interpreted into measures of central tendency, statistical dispersion, percentages, and person correlations utilizing the frequency distribution. Results were shown in tables, bar charts, and graphs will be used for information presentations. In relation to the impact on employee performance of performance appraisal, the observations suggest that the assessment leads to enhanced productivity in an organization. An effective evaluation model can increase the employees' interest and performance to achieve the specific objectives of the organization. Regarding the influence performance feedback on employee service delivery, the findings showed that effective feedback is crucial to employees to achieve their set objectives. Feedback allows employees to know exactly what is expected of them. The key to the successful empowerment and productivity is effective performance feedback between employees and supervisors. Adequate feedback builds accountability, as staff and supervisors contribute to development goals, skills identification, career development and motivation of employees for enhanced performance. The study concluded that efficient performance appraisal practices allow employees to express their performance challenges, ideas in achieving individual and company's set objectives. Effective feedback on measuring performance can result in improved productivity of employees. In order to improve employee performance, the study recommends optimizing practices for performance management. The contribution of each employee to accomplishing company goals should be the main emphasis of performance reviews.

Social Comparison Inside Business Groups and Strategic Change: Evidence from Group‐affiliated Chinese Firms

AbstractThis study examines the effect of performance feedback on strategic change with a focus on internal social comparison in a business group context. We argue that group affiliates are more responsive to internal social comparison with group peers than to external social comparison with industry peers. However, the salience of internal social comparison is subject to institutional contingencies. We test these arguments using panel data from 1449 group affiliates in China during the period 2005–12. We find that internal social comparison has a greater effect on a group affiliate's strategic change than does external social comparison. Moreover, this effect differential is smaller in groups located in regions with more developed market institutions but larger in state‐owned groups and groups managed by internally promoted CEOs.

Exploring the relationship between performance feedback and medical managers' budgetary performance:The role of managerial self-efficacy.

This study addresses recent calls for more research on the potential intervening role exerted by certain individual variables in the relationship between performance feedback and performance. Specifically, this study selects medical managers' sense of managerial self-efficacy as a potential mediational variable in the feedback-performance relationship. A mediational model examining how the effect of performance feedback on medical managers' budgetary performance is influenced by their sense of managerial self-efficacy was established based on survey data from 60 medical managers working in a hospital. Data analysis was conducted using the partial least squares technique, and the results confirmed the hypothesised relationships. Specifically, performance feedback was positively associated with managerial self-efficacy, and managerial self-efficacy exerted a positive influence on medical managers' budgetary performance. Further, performance feedback was determined not to be directly associated with budgetary performance; however, a full mediating effect of managerial self-efficacy was found. These findings make several contributions to the literature and can help healthcare managers have a better understanding of the consequences and importance of the technical features of performance feedback reports.

Shop floor performance feedback, employee's motivation and engagement: study of a beverage distribution company

PurposeThis paper aims at examining how different types of shop floor performance feedback affect employee motivation and engagement. Based on this dataset, the authors analyzed the relationship between five types of performance feedback (safety, quality, productivity, improvement and individual performance) and three types of human-related outputs (motivation, role clarity and engagement) in light of socio-technical systems theory.Design/methodology/approachThe authors designed a survey instrument and collected data from 492 employees of a large beverage distribution company. The authors used robust construct validity tests and multiple regression analysis to test the hypotheses.FindingsThe findings indicated significant positive effects of feedback on overall production, improvements and individual performance on all human-related outputs. In turn, safety and quality performance feedback had no statistically significant impact in motivation or engagement. These findings highlight the mixed nature of the impact of performance feedback on human-related outputs that have been neglected in the literature.Originality/valueThe joint analysis of the social and technical portion of performance feedback is unusual despite its clear relevance, which characterizes an original contribution of the authors’ work. Although previous literature supports the effect of performance feedback on motivation and engagement, previous studies have not tested how different types of feedback affect those social constructs.

Effects of Performance Feedback on High School Teachers’ Use of Opportunities to Respond and Positive Feedback: Considering Efficiency in High Need Schools

Effects of Performance Feedback on High School Teachers’ Use of Opportunities to Respond and Positive Feedback: Considering Efficiency in High Need Schools

Affective-motivational effects of performance feedback in computer-based assessment: Does error message complexity matter?

The impact of computer-based performance feedback on students’ affective-motivational state may be very different, depending on the positive or negative direction of the feedback message and its specific content. This experiment investigated whether more elaborated error messages improve students’ affective-motivational response to negative (i.e., corrective) feedback. We systematically varied the presence and complexity of corrective feedback messages (1 × 4 between-subjects design) and analyzed the effects of the provided feedback on students’ emotions, task-related perceived usefulness, and expectancy-value beliefs. University students (N = 439) worked on a low-stakes test with 12 constructed-response geometry tasks. They received either no feedback or different complexities of immediate corrective feedback after incorrect responses (i.e., Knowledge of Results [KR], Knowledge of Correct Response [KCR], or Elaborated Feedback [EF]), paired with immediate confirmatory KCR feedback after correct responses (i.e., confirming their response). Our data showed that students’ task-level performance moderated the emotional impact of feedback (i.e., beneficial effects after correct responses; detrimental effects after incorrect responses). Students’ performance further moderated several feedback effects on students’ expectancy-value beliefs. Regarding error message complexity, we found that students reported higher levels of positive emotions after receiving EF or KCR compared to KR, while only EF decreased students' level of negative emotions compared to KR and increased students' task-related perceived usefulness compared to all other groups. Overall, our results suggest that performance feedback is likely to improve students’ affective-motivational state when the feedback confirms a correct response. Moreover, when reporting an error, EF (or KCR messages) were more beneficial to affective-motivational outcomes than simple KR notifications.

Performance Feedback and Organizational Search Behaviors of Emerging Market Business Group Affiliates

Purpose - The purpose of this paper is to investigate the effect of performance feedback on market vs. technology search behavior of business group affiliates in Korea.
 Design/Methodology/Approach - This study use panel data and the system GMM to analyze the relationship of performance feedback and search behavior, using data from large business group affiliates of 2001-2011.
 Findings - We show that organizational form influences the relationship between performance feedback and search behavior. Contrary to the firms’ usual response to the negative performance feedback, emerging market business group affiliates appear to expedite market search relative to technology search in an effort to rapidly recover their performance vis-à-vis peer affiliates. When the performance is above its aspiration level, the affiliates tend to reserve technology search that accompanies higher risk. We also examine how certain characteristics of business groups interact with the search behavior of its affiliates. We also find that the level of diversification of the business group negatively influences the search behaviors when the performance is below the aspiration level.
 Research Implications - The result of this research implies that the managers of affiliates pay more attention on improving their short term performances, responding more sensitively to internal peer evaluation of within the business group. This result also implies that more diversified business groups induce the more passive searches, since they increase dependency to internal information.

Why Venture Capital Firms Internationalize: Performance Effects on Cross-Border Investments

The venture capital (VC) industry, which has traditionally been considered a local business, becomes increasingly internationalized with cross-border investments accounting for 31 percent in 2020. This attracted scholars from multiple disciplines, who have placed a strong focus on foreignness-related performance consequences. In our study we adopt a novel perspective on VC firms’ motives to venture abroad, investigating the reverse performance relationship. Grounded in performance feedback theory, we hypothesize VC firms’ financial performance shortfalls below aspiration levels trigger a process of problemistic search. This search leads to an increased likelihood of cross-border investments and greater distance between VC firm and investee countries, both in terms of psychic and geographic distance. We find strong support for our hypotheses and conclude underperforming VC firms are pushed out of their home markets into more distant host markets. Our study complements the scarce research on the effects of performance feedback on firm internationalization and extends it to the VC industry. In addition, we contribute to the growing body of knowledge on international VC and provide stakeholders along the venture capital financing process with insights into their business partners’ motives to venture abroad.

The effect of performance feedback on strategic alliance formation and R&D intensity

This study explores whether performance feedback influences firms to form a strategic alliance or engage in R&D, both of which are risk-taking activities. Based on the behavioral theory of the firm and the resource-based view, this study shows that both low- and high-performing firms may engage in risk-taking activities by forming a strategic alliance or engaging in R&D as an organizational response to performance feedback. That is, low-performing firms are more likely to address underperformance in the short term – to solve the immediate performance problem – by forming a strategic alliance, whereas high-performing firms, which have slack resources to sustain their competitive advantage in the long run, will more likely engage in R&D activity over the long term. In addition, the moderating effect of two boundary conditions — government R&D investment and the level of industry competition — are examined to understand the relationship between performance feedback and organizational responses. The results show that as a firm's financial performance falls below its aspiration level, it has a higher probability of forming a strategic alliance. However, as a firm's performance rises above its aspiration level, it has greater R&D intensity. Government R&D investment and industry competition moderate the relationship between the firm's performance feedback and its risk-taking behavior. This research extends recent studies to further explore the effect of performance feedback on firms' strategic decision-making based on their performance feedback.

“Honor List” and “Shame Roll”: Quasi-Experimental Evidence of the Effect of Performance Feedback under Political Control

Abstract This article examines how the use of an “honor list” and “shame roll” as a means of performance feedback can influence governments’ future performance improvement, focusing on a prominent performance management reform implemented in Chinese local governments. We draw upon classic behavioral theories of organizations to propose testable hypotheses. The empirical analyses use 3,300 observations based on the 333 grassroots governments of the capital city of China as the unit of analysis. Regression discontinuity design estimations show that entering the honor list reduces governments’ performance improvement in the next period, while entering the shame roll helps governments improve their performance. Moreover, the level of performance improvement is higher at the cutoff for both the honor list and shame roll if governments rely more on the higher authority’s fiscal resources. This study advances a more nuanced understanding of the performance feedback effect under political control and a rigid administrative hierarchy.

Assessing the antecedents and outcomes of salesperson’s psychological capital

Purpose This study aims to investigate the impact of a salesperson’s psychological capital (PsyCap) on sales performance through the interplay of work engagement and performance feedback. This study examines the role of thought self-leadership (TSL) as an antecedent of a salesperson’s PsyCap. Design/methodology/approach Grounded in the social cognitive theory and job demands–resources theory, a hypothesized model is proposed. To test the hypothesized model, data on sales professionals were collected from B2B sales organizations, and a structural equation model was used to test the hypotheses. Findings The results demonstrate that TSL drives PsyCap in salespeople. The results also suggest an interesting relationship between salesperson’s PsyCap and their sales performance through work engagement as a mediator for PsyCap and sales performance. The moderating effect of performance feedback on work engagement was not significant and thus counterintuitive. Practical implications The results suggest that organizations should invest in training to develop the TSL of their salesforce, which will lead to enhanced performance through personal resources such as PsyCap. Further, the findings have implications for sales organization designs and structure. Originality/value This study augments the extant information on the linkage between a salesperson’s PsyCap and sales performance by suggesting mediation mechanisms and proposing an integrated framework with work engagement. Further, the authors establish TSL as an important cognitive mechanism to strengthen PsyCap in salespeople.

Utilizing hierarchical redundancy for accurate throwing movement.

Understanding how athletes reduce motor variability in redundant tasks contributes to improving sports performance and elucidating human motor control mechanisms. This study aimed to clarify how experienced basketball players use two hierarchical redundancies, ball-level and body-level, for accurate free-throw shooting as no study has simultaneously examined how these hierarchical redundancies are used. Experienced basketball players (intermediate-level and top-level) participated in a free-throw shooting experiment using a motion capture system under two conditions: with feedback (FB) and no-feedback (NF) conditions. To quantify the coordination, the solution manifold and tolerance, noise, and covariation analysis were used for the ball-level redundancy, while uncontrolled manifold analysis and the covariation by randomization method were used for the body-level redundancy. The ball-level analysis revealed that the covariation and noise components were related to the performance, and that the noise component showed a larger contribution to performance than the covariation component, indicating that the reproducibility of the release parameters has a larger room for improvement than coordination. The coordination of release parameters was not significantly different between the FB and NF conditions, indicating that the effect of performance feedback on coordination is unclear. The body-level analysis revealed that interjoint coordination reduced the variability of the longitudinal positions of the hand and fingertip, showing that interjoint coordination improves the reproducibility of the ball-release position, especially in the direction that strongly affects the motor performance. In conclusion, interjoint coordination improved the reproducibility of ball-release parameters, which enhanced motor performance in basketball free-throw shooting.

Nudging the Nudger: A Field Experiment on the Effect of Performance Feedback to Service Agents on Increasing Organ Donor Registrations

Nudging the Nudger: A Field Experiment on the Effect of Performance Feedback to Service Agents on Increasing Organ Donor Registrations

Nudging the Nudger: A Field Experiment on the Effect of Performance Feedback to Service Agents on Increasing Organ Donor Registrations

Nudging the Nudger: A Field Experiment on the Effect of Performance Feedback to Service Agents on Increasing Organ Donor Registrations

Determinants of Job Satisfaction in Remote Work Environments: The Roles of Autonomy and Feedback

The transition to remote work has raised critical questions about how job characteristics such as autonomy and performance feedback influence job satisfaction. This study aims to explore the relationship between job autonomy, performance feedback, and job satisfaction among remote workers, addressing gaps in existing literature and providing insights for enhancing remote work experiences. A cross-sectional study design was used, involving 350 remote workers who responded to standardized instruments measuring job satisfaction (Job Descriptive Index), job autonomy (Work Autonomy Scales), and performance feedback (Multifactor Leadership Questionnaire feedback component). Data were analyzed using Pearson correlation and multiple linear regression in SPSS version 27 to examine the relationships and predictive powers of the independent variables on job satisfaction. Job autonomy and performance feedback were both significantly associated with job satisfaction. Pearson correlation coefficients revealed strong positive relationships between job satisfaction and job autonomy (r = 0.64, p < 0.001) and performance feedback (r = 0.59, p < 0.001). The regression model explained 34% of the variance in job satisfaction (R² = 0.34), with job autonomy (B = 0.34, β = 0.44, p < 0.001) and performance feedback (B = 0.29, β = 0.38, p < 0.001) both making significant contributions. The findings confirm that both job autonomy and performance feedback are crucial for job satisfaction among remote workers. Enhancing these elements can significantly improve remote work satisfaction and potentially increase productivity and employee retention. This study underscores the need for organizations to carefully design remote work policies that foster autonomy and provide effective performance feedback.

Performance feedback on the quality of care in hospitals performing thrombectomy for ischemic stroke (PERFEQTOS): protocol of a stepped wedge cluster randomized trial

BackgroundAlthough the provision of performance feedback to healthcare professionals based on data from quality registries is common practice in many fields of medicine, observational studies of its effect on the quality of care have shown mixed results. The objective of this study is to evaluate the effect of performance feedback on the quality of care for acute ischemic stroke.MethodsPERFEQTOS is a stepped wedge cluster randomized trial in 13 hospitals in the Netherlands providing endovascular thrombectomy for ischemic stroke. The primary outcome is the hospital’s door-to-groin time. The study starts with a 6-month period in which none of the hospitals receives the performance feedback intervention. Subsequently, every 6 months, three or four hospitals are randomized to cross over from the control to the intervention conditions, until all hospitals receive the feedback intervention. The feedback intervention consists of a dashboard with quarterly reports on patient characteristics, structure, process, and outcome indicators related to patients with ischemic stroke treated with endovascular thrombectomy. Hospitals can compare their present performance with their own performance in the past and with other hospitals. The performance feedback is provided to local quality improvement teams in each hospital, who define their own targets on specific indicators and develop performance improvement plans. The impact of the performance feedback and improvement plans will be evaluated by comparing the primary outcome before and after the intervention.DiscussionThis study will provide evidence on the effectiveness of performance feedback to healthcare providers. The results will be actively disseminated through peer-reviewed journals, conference presentations, and various stakeholder engagement activities.Trial registrationNetherlands Trial Register NL9090. Registered on December 3, 2020