Implementing multiple perspective feedback: An integrated framework

Despite the recent popularity of multiple perspective feedback systems, there is little theory to guide research in this area and to promote the successful implementation of multiple perspective feedback in organizations. By integrating organizational development and individual performance perspectives, a theoretical framework is developed that illustrates the mechanisms by which feedback can lead to improved individual, work group, and organizational performance. According to this framework, when the structure and systems of the organization are congruent with the goals of the feedback program, feedback positively influences individual performance determinants (e.g., declarative knowledge, motivation). This leads to improved individual performance, which contributes to desired organizational outcomes. Based on this framework, practical questions that should be addressed before a feedback process is implemented are presented.     

Performance change of managers in two different uses of upward feedback: a longitudinal study in Korea

Using longitudinal data collected over a seven-year period, we explored the effectiveness of upward feedback programs in changing managerial behaviors over time. We also examined the different impact of upward feedback programs used for two different purposes (developmental vs. administrative) on the performance (i.e. upward ratings) of R&D managers. We found that managers who initially performed poorly showed more performance improvement than those whose initial performance was good. We also found that managers' performance improved more when the upward feedback program was used for administrative purposes than when used for developmental purposes. We noted a significant performance improvement at the time when the purpose of upward feedback program changed from developmental to administrative. Herein, we discuss the practical and theoretical implications of integrating upward feedback programs into standard corporate practice.     

The presence of a feedback-seeking role model in promoting employee feedback seeking: a moderated mediation model

Abstract

Despite an increasing number of studies that show a positive relationship between the supportiveness of a feedback source and feedback seeking, little is known about the impact of supervisors’ demonstration of feedback-seeking behavior on promoting employees seeking feedback from them. In addition, although previous studies have shown that feedback seeking is an interactive process and is emotionally charged, to our knowledge, no studies have investigated the role that the source’s emotion regulation played in the feedback seeker’s seeking frequency. The present article developed a moderated mediation model to fill this void and tested it with data from a sample of 215 supervisor–subordinate dyads from China. We hypothesized and found that supervisors’ feedback seeking from subordinates were positively related to subordinates’ feedback seeking from supervisors, mediated by the perceived value and cost of the feedback seeking. The results also supported the moderating roles of supervisors’ emotion regulation in the mediation model.     

Is coworker feedback more important than supervisor feedback for increasing innovative behavior?

A growing body of research explores human resource management practices that encourage employees to innovate. In this study, we examine the links between different sources of feedback (supervisor and coworker) and employees’ innovative behavior. Drawing on social exchange theory and the job demands‐resources theory, we first propose that work engagement and psychological contract breach mediate the relationship between supervisor feedback and employees’ innovative behavior. Second, we propose a moderated mediation model in which coworker feedback attenuates the relationships between supervisor feedback and employees’ innovative behavior through the mediating mechanisms of both work engagement and psychological contract breach. Using three waves of multisource data from 300 Chinese employees and their 64 supervisors, we found a dual‐mediation pathway by which employees’ work engagement and perceptions of psychological contract breach mediate the influence of supervisor feedback on innovative behavior. Our results also show that coworker feedback can be used to supplement the lack of supervisor feedback when required. Organizations are advised to ensure that employees obtain regular feedback from multiple sources because such feedback can promote employees’ work engagement and perceptions that the organization is upholding its side of the psychological contract, which fosters employees’ innovative behavior.     

Analysis of information feedback and selfconfirming equilibrium

Recent research emphasizes the importance of information feedback in situations of recurrent decisions and strategic interaction, showing how it affects the uncertainty that underlies selfconfirming equilibrium (e.g., Battigalli et al., 2015, Fudenberg and Kamada, 2015). Here, we discuss in detail several properties of this key feature of recurrent interaction and derive relationships. This allows us to elucidate different notions of selfconfirming equilibrium, showing how they are related to each other given the properties of information feedback. In particular, we focus on Maxmin selfconfirming equilibrium, which assumes extreme ambiguity aversion, and we compare it with the partially-specified-probabilities (PSP) equilibrium of Lehrer (2012). Assuming that players can implement any randomization, symmetric Maxmin selfconfirming equilibrium exists under either “observable payoffs,” or “separable feedback.” The latter assumption makes this equilibrium concept essentially equivalent to PSP-equilibrium. If observability of payoffs holds as well, then these equilibrium concepts collapse to mixed Nash equilibrium.     

Managing feedback systems to facilitate change in acquisitions: The introduction of a model and explanation of it's application

While feedback plays a key role in organization effectiveness, it is so oversimplified in the management literature as to become almost useless as a tool for understanding or improving organizations. Much of the current work on feedback is so narrowly focused that it fails to make its potential contributions to organization effectiveness. Using the special case of postacquisition integration as an illustration, the paper develops the concept of feedback in more detail, uses this to explain problems in organization performance from a feedback systems perspective, and suggests ways that feedback systems can serve as the focus for interventions to facilitate managed change.     

Individual differences in feedback propensities and training performance

Noting the relative scarcity of research on the role of individual differences (other than abilities) in determining training outcomes, this paper proposes how new developments in individual differences research may be used for such purposes. The paper reviews recent developments in identifying external and internal feedback propensities and how these may yield different interactions between the individual trainee and the training setting. Seven propositions are developed to guide research on such interactions and results from two studies are reviewed for suggestive support for some of these propositions. The paper concludes with a discussion of how such research may advance our understanding of the design and delivery of training, as well as other areas that use performance feedback as a central construct.     

How and when do prior international experiences lead to global work? A career motivation perspective

While research suggests a link between individuals' prior international experiences and their future participation in global work, we know little about how and the conditions under which this relationship occurs. Drawing on career motivation theory, we conceptualize global identity as a mediator between individuals' density of prior international experiences—defined as the extent to which time spent in culturally novel countries has provided individuals with developmental opportunities—and their global work aspirations, which in turn leads to their global work involvement. Further, this multi-stage mediation model holds mainly when individuals receive positive feedback regarding their intercultural competencies (i.e., cultural intelligence) from their peers. We test our model using a multi-wave multi-source dataset spanning 6 years. We discuss implications for the literatures on prior international experiences and global careers.     

Simple Correspondence Analysis: A Bibliographic Review

Over the past few decades correspondence analysis has gained an international reputation as a powerful statistical tool for the graphical analysis of contingency tables. This popularity stems from its development and application in many European countries, especially France, and its use has spread to English speaking nations such as the United States and the United Kingdom. Its growing popularity amongst statistical practitioners, and more recently those disciplines where the role of statistics is less dominant, demonstrates the importance of the continuing research and development of the methodology.
The aim of this paper is to highlight the theoretical, practical and computational issues of simple correspondence analysis and discuss its relationship with recent advances that can be used to graphically display the association in two-way categorical data.     

A secure hash function based on feedback iterative structure

Rapid growth of internet data has created enormous security challenges on authenticity, availability and integrity protection of these outsourced data. Hash function is one of the main solutions to face these challenges. This paper proposes a feedback iterative structure of hash function which utilises the variable feedback to resist attacks. Furthermore, to accelerate message diffusion, two novel modules are designed, one for iteration and the other for truncation. Experimental results show that the proposed hash function can effectively resist existing attacks. Moreover, comparing with other existing hash functions, it displays better on statistical performance, collision resistance and avalanche.     

Rating Expatriate Leader Effectiveness in Multisource Feedback Systems: Cultural Distance and Hierarchical Effects

A critical challenge for global firms is to implement assessment tools to develop expatriate leaders who can effectively manage role relationships across different directions (upward, laterally, downward) in cross‐national contexts. Drawing on social categorization and relational demography theories and a data set of 360‐degree ratings of expatriates from 36 countries, we use multilevel modeling to investigate relationships between cultural distance and ratings of leadership effectiveness in task and contextual performance by colleagues with different hierarchical vantage points (subordinates, supervisors, peers). Cultural distance refers to the overall degree of difference in key cultural values identified in the GLOBE study between an expatriate's and coworkers’ countries of origin. Unlike supervisors as a rating group, results show that peer and subordinate raters as a group may be more likely to have their ratings negatively influenced by cultural distance, an effect that may be exacerbated for peer ratings from countries higher in power distance and lower in humane orientation. This study contributes to the understanding of multisource feedback systems to assess expatriate leadership effectiveness by identifying likely group ratings tendencies linked to cultural distance and hierarchical perspectives. Organizations should develop strategies to mitigate possible effects of cultural distance on subordinate and peer ratings of expatriates. © 2015 Wiley Periodicals, Inc.     

How a powerful audience and audience feedback moderate the relationship between performance-approach orientation and exaggerated self-promotion

Abstract

The drive for employees to perform well may tempt them to practice exaggerated self-promotion tactics. The supposition is that those with a strong performance-approach orientation are especially inclined to do this, but that contextual variables are relevant. In this study, I examined the influence of the combination of two contextual variables (perceived audience power and feedback) on the relationship between performance-approach orientation and exaggerated self-promotion. A sample of 277 employees from two companies participated in the study. I found that the presence of a powerful audience weakened the positive relationship between performance-approach orientation and exaggerated self-promotion if the feedback from that audience was highly salient, and that a powerful audience strengthened this relationship if the salience of this feedback was low.     

How do performance feedback characteristics influence recipients’ reactions? A state-of-the-art review on feedback source,timing, and valence effects

One of the most important measures to stimulate individual performance is feedback, whose effectiveness highly depends on underlying feedback characteristics. Although an extensive body of research has stressed its importance, a conclusive overall picture on feedback characteristics effects is missing. However, synthesized knowledge is important when one is willing to implement feedback systems to effectively influence recipients’ reactions. To address this issue, we organize and summarize the findings regarding the main effects of feedback source, feedback timing, and feedback valence as well as regarding their interactions with the source, message, task, and recipients’ individual characteristics from different disciplines. Based on an analysis of 64 empirical articles, we show that main effects have been considered very context-specific and are often inconsistent, while the occurrence of certain source, message, task, and individual characteristics even inverts the generally assumed main relationships. Based on an extract of our findings, we provide specific research propositions and offer avenues for future research, which will be of value for researchers and feedback-providing practitioners.     

Benefiting from negative feedback

This article discusses why it is so hard for people to benefit from negative feedback. We examine factors involved in the effective use of negative feedback. Our analysis suggests that the main obstacles to the effective use of negative feedback stem from the failure to obtain it and the failure to conduct an accurate appraisal of it. This is in contrast to research indicating that the main obstacle to the effective use of positive feedback lies more in avoiding its detrimental consequences after repeated exposure to it than in obtaining it or appraising it.     

360 Feedback from Another Angle

How do you know if a 360 process has been implemented successfully? What are the factors that influence its success? How can those factors be controlled by those responsible for its implementation? Despite its popularity, there has been little effort to build a comprehensive model that addresses these fundamental questions about 360 feedback. In a quest for such a model, we identify a host of key factors organized according to whether they exert their influence proximally or distally. We discuss how each factor contributes to successful implementation. After identifying how design features of a 360 process affect these key factors, we recommend how to enhance the probability of implementing 360 feedback successfully and sustaining the process over time. © 2001 John Wiley & Sons, Inc.     

The implications of performance feedback research for understanding antisocial work behavior

This paper explores existing performance feedback models and their implications for understanding antisocial behavior at work. We begin with the presentation of a summary model that outlines constructs and relationships common in current feedback models. Then, we discuss what these constructs and relationships suggest about the occurrence of antisocial responses when negative performance feedback is provided. In addition, we use the performance feedback model to identify areas of research that have been ignored in current conceptualizations of antisocial work behavior.     

The effect of procedural justice in the relationship between charismatic leadership and feedback reactions in performance appraisal

In this study, the relationship between procedural justice, charismatic leadership and feedback reactions (i.e. perceived feedback utility and feedback accuracy) is investigated. We conducted both regression analyses and path analyses (n = 299) to establish whether there is a moderating or mediating effect of charismatic leadership in the relationship between procedural justice and feedback reactions of teachers. Our results indicate there is a mediating effect of charismatic leadership. This demonstrates that besides the appraisal system, charismatic leadership is important for feedback reactions. Hence, supervisors should take into account that they have an important function to fulfill when conducting performance appraisals and not see performance appraisal as just another perfunctory system in human resource management.     

Intercountry feedback and spillover effects within the international supply and use framework: a Bayesian perspective*

This paper proposes a new framework for the estimation of product-level global and interregional feedback and spillover (FS) factor multipliers. The framework is directly based on interregional supply and use tables (SUTs) that could be rectangular and gives a possibility of taking account of the inherent input–output data uncertainty problems. A Bayesian econometric approach is applied to the framework using the first version of international SUTs in the World Input–Output Database. The obtained estimates of the global and intercountry FS output effects are discussed and presented at the world, country and product levels for the period of 1995–2009.     

Corporate Governance: A Critical Survey of Key Concepts,Issues, and Recent Reforms in the US

This paper critically surveys basic corporate governance concepts and theories, assesses recent international empirical support of theories, and analyzes the impact of major, recent corporate governance reforms in the US. Comparing representative economies identifies the essential features of different corporate governance systems. Therefore, the corporate governance structures of a few countries (England, US, Germany, and Japan) are explored. In second part of the paper, some emergent issues of corporate governance such as the impact of block holders and emergent market regulatory changes are assessed. Finally, the effectiveness of the Sarbanes-Oxley act is evaluated.     

The ongoing feedback system : Experimental with a new managerial tool

This experiment represents a first step in the development of ongoing feedback systems as useful managerial tools. Additional research and testing of systems is needed. The results of this first experiment, however, are encouraging and indicate that if used effectively, such systems have the potential of improving organizational performance while also having a positive effect on employee attitudes. A consistent theme in the experiment has been that feedback systems are managerial tools, and are thus constrained in their value by the knowledge, skill, and motivation of those who use them. Wherever that knowledge, skill, and motivation exist or have been developed, the system appears to produce durable and positive changes, in a number of different work units, at a reasonable cost, and without the constant intervention of consultants. Thus the ongoing feedback system appears to meet the basic criteria for an effective and useful managerial tool and holds promise as a means for building more effective organizations.