Search results

Our higher education cohorts are becoming increasingly diverse. Providing beneficial formative and summative feedback for highly diverse groups of students is difficult. Three key aspects of the feedback process are required to ensure benefits: (i) suitable feedback components; (ii) suitable embedding of feedback in the learning context; and (iii) active engagement in the feedback process. In order to explore these three aspects, this chapter investigates: (a) relevant literature; (b) learning and teaching activities in Warwick Business School’s Distance Learning MBA; and (c) data from an internal committee report that presented the NVivo-processed findings of a review of 173 DLMBA students’ reflections on impactful feedback. The observations and recommendations given here reveal insights that can be applied to other student groups beyond the MBA sphere and ensure an impactful learning and teaching experience for all stakeholders. Thus, the purpose of the chapter is to assist colleagues and students in engaging more fruitfully in feedback processes and in adding tried and tested approaches to their learning and teaching repertoires.

In this National Board-commissioned study, we examined types of feedback that teacher candidates for certification might receive along with their score reports after completing the Board's assessment process. We designed three standardized forms of feedback and interviewed 29 teachers from the 1993–1994 Early Adolescent/Generalist cohort about their preferences for each of the feedback options and about the inferences that they drew about their performance based on each type. The three feedback formats were (a) cases – extended descriptions of actual performances, annotated with scorer notes; (b) performance syntheses – brief descriptions of the scoring criteria accompanied by a variety of excerpts from candidate materials portraying performances at each level; and (c) illustrative summaries – evaluative descriptions of various candidate responses. Teachers reported that, of the three standardized formats offered to them, they preferred the cases format with its extended descriptions of an actual performance accompanied by annotated scoring notes. In terms of learning effects, candidates drew reasonably accurate inferences about their performance based on both cases and performance syntheses. The central conclusion we reached based on these findings was that feedback needs to be clearly organized around the scoring criteria for the exercise, and that examples of actual performances illustrating the application of the scoring criteria are important. However, teachers also reported that they would have preferred individualized, customized feedback on their own performance, although this option was not offered by the Board. As well, teachers indicated they would have preferred receiving the standardized feedback as “feedfront” to use in guiding them in their teaching and in preparing their assessment materials.

This paper explores the transformative impact of regular employee feedback and recognition in the workplace. This study aims to provide a comprehensive understanding of the role of feedback in fostering a culture of accountability and appreciation, thereby improving organizational effectiveness and employee satisfaction.

The paper adopts a qualitative approach, drawing on extensive professional experience and contemporary Human Relations practices. It synthesizes insights from various employee engagement strategies, feedback mechanisms and recognition programs implemented in diverse organizational settings. The methodology includes an analysis of best practices in feedback delivery, the role of technology in Human Relations and the challenges of implementing effective feedback systems. The approach is grounded in practical Human Relations expertise, offering a real-world perspective on managing employee engagement.

This paper finds that clear communication of expectations, setting achievable goals, providing resources and acknowledging success are key to effective feedback. The study also reveals the importance of personalized, empathetic feedback approaches and the strategic use of technology in HR processes.

The insights presented are based on the author’s extensive experience and existing literature, which may not encompass all possible scenarios in diverse organizational contexts. Future research could benefit from empirical studies to validate these findings across different industries and company sizes.

This paper offers actionable strategies for HR professionals and managers to enhance employee engagement through effective feedback and recognition. The paper also discusses the integration of technology in feedback processes and the importance of ongoing training for effective feedback delivery. These insights are valuable for organizations aiming to foster a positive work environment and high employee morale.

The study highlights the social dimension of workplace feedback, emphasizing its role in building a supportive and inclusive work culture. It underscores the importance of recognizing diverse feedback preferences and the impact of empathetic, personalized communication on employee well-being and job satisfaction. The paper advocates for feedback practices that contribute to a more engaged, motivated and socially connected workforce.

This paper offers a unique blend of practical HR expertise and strategic insights into employee feedback and recognition. It fills a gap in the literature by providing a comprehensive view of the impact of feedback on employee engagement and organizational performance. The paper’s value lies in its practical applicability and its contribution to the understanding of effective feedback strategies in modern workplaces.

This systematic literature review paper critically examines the effectiveness of screencast feedback compared with text feedback in promoting student learning outcomes in online higher education. This paper aims to contribute to the ongoing discussion surrounding feedback modalities and their impact on online learning environments.

This paper adopts a systematic review approach to synthesise and analyse existing studies investigating the use of screencast feedback in online higher education settings. A comprehensive search and selection process was employed to identify relevant literature. The selected studies were then analysed for their methodologies, findings and implications. This paper seeks to provide an overview of the current state of research, highlighting the benefits, challenges and potential impacts of screencast feedback on student learning outcomes.

The findings of this paper suggest that while there is a positive perception of screencast feedback among students and instructors, drawing definitive conclusions about its superiority over text feedback remains at the very beginning. Students generally appreciate the personalised, supportive and engaging nature of screencast feedback, particularly within the online learning context. However, challenges such as technical barriers and potential workload implications for instructors are also noted. Further empirical research is needed to comprehensively evaluate the comparative efficacy of screencast feedback, considering factors like online engagement, digital literacy and the impact on diverse student populations.

This review underscores the acute necessity for expansive and meticulously designed studies that can provide conclusive insights into the authentic potential of screencast feedback and its resonance within the unique landscape of online learning. Through rigorous inquiry, educators can discern the optimal strategies for harnessing the advantages of screencast feedback to enhance student learning outcomes, aligning harmoniously with the dynamics of virtual classrooms.

Screencast feedback emerges as a promising avenue to foster meaningful connections between instructors and learners. The review highlights that screencast feedback engenders a more dialogic interaction between lecturers and students, resulting in personalised, supportive and engaging feedback experiences.

The systematic review conducted underscores the positive reception of screencast feedback from both students and lecturers in this context. The findings are consistent with the principles of social constructivist theory, suggesting that the interactive and personalised nature of screencast feedback facilitates a richer educational experience for students, even within the confines of virtual classrooms (Vygotsky, 1978).

This innovative blend of methodologies contributes new insights that can inform educational practices and pedagogical strategies in online learning environments.

The purpose of this study is to explore the motivational role of feedback information (positive and negative) provided by the firm in the face of participant heterogeneity, in terms of past success experience, under the research setting of crowdsourcing contests.

Taking insights from feedback studies and the dynamics of self-regulation theory, four theoretical hypotheses are proposed. An integrated dataset of 4,880 contest-participant pairs, which is obtained from an online contest platform and a survey, is empirically analyzed.

Empirical analysis shows that both positive feedback and negative feedback are able to stimulate the inner needs of participants. Notably, negative (positive) feedback becomes more (less) effective in intrinsically motivating crowds as they gain more successful experience during contest participation.

This study brings some new knowledge for the intrinsic motivation of crowds by exploring its antecedents, which have been undervalued in extant literature. The motivational role of feedback information is particularly explored.

This paper aims to show how an Academic Literacies lens can contribute to a deeper understanding of writing for a professional doctorate (PD) by focusing both on the language of supervisors’ written feedback and on student and supervisor perspectives on feedback throughout Year 1 (Y1).

Firstly, written feedback summaries on formative assessments across two Y1 cohorts on a UK PD programme were analysed thematically to identify patterns in feedback practices. Secondly, two longitudinal, detailed student/supervisor case studies were developed, drawing on multiple data sources.

Supervisors’ written feedback enacted an encouraging dialogue around assessed writing, discursively constructing a sense of solidarity on the doctoral journey, focusing on the “long view”. Case study analysis, however, revealed tensions centred around jarring discontinuities in students’ feedback experience as they transitioned from formative to summative assessment at the end of Y1.

The paper demonstrates that an Academic Literacies approach can offer valuable insights into the specific, situated context of writing for a distance learning PD and makes the case for greater attention to writing in contexts of partly taught doctorates.

Findings suggest that PD programmes should work towards providing continuity of feedback experience, through supervisor and examiner training and through assessment arrangements which support students to navigate challenging transitions between formative and summative phases of assessment.

This paper reports on an innovative research design which combined a textual “snapshot” of supervisory feedback, paying close attention to language, with detailed longitudinal case studies exploring perspectives on feedback over time. It contributes to doctoral writing research by throwing light on the relatively underexplored domain of writing in the taught phase of the PD. It contributes to doctoral education studies by highlighting the central role of feedback on writing in shaping the experience of PD researchers.

Focused feedback, such as mentoring and coaching, is a crucial ingredient for generating the intellectual capital needed for successful venture creation and has become a structural resource offered to entrepreneurs in business incubator/accelerator programs. Yet so far, literature has remained silent on the way that entrepreneurs differ in their engagement with focused feedback in such programs. This study poses the question of how focused feedback engagement shapes cognitive development during value creation (i.e. business opportunity development), aimed at the construction of a taxonomy of such feedback engagement.

Focusing on cognitive learning outcomes, we carried out a qualitative analysis using NVivo to perform content analysis on the logbooks of 70 entrepreneurs engaged in business opportunity development in a highly regarded accelerator program.

Results show that engagement with focused feedback and its effects relate to the state of tangibility of the entrepreneur’s value offer and to the amount of prior entrepreneurial experience. We also develop a promising taxonomy to classify entrepreneurs on their learning needs and outcomes (e.g. procedural versus declarative knowledge).

This study brings together types of human learning (types of knowledge acquired) with types of focused feedback. This connection has been speculated to exist in entrepreneurial settings; this study provides strong initial evidence that argues for more explicit consideration in practice. Adding the intellectual capital perspective further enabled this study to better address implications for practice as well as motivate powerful new directions for research.

In the article ‘Approaches to Social Skills Training’ we outlined three levels at which social skills training can be conducted in terms of learning by Thinking, Doing and Feeling. We pointed out that often trainers concentrate on learning in one or two of these areas rather than mixing the approaches and integrating them in one learning process. We summarised some of the ingredients and consequences of these three approaches and presented a broad spectrum of training styles from which the social skills trainer can select. Finally we pointed out the need to distinguish between training and therapy at one end of the spectrum, and suggested how the trainer could establish a clear boundary. In this article we examine feedback in detail as one aspect of social skills training and we explore the range of choices the trainer has in this area.

The purpose of this paper is to present tips for leaders on receiving and giving feedback.

Various types of feedback and the difference between feedback and criticism have been described.

It has been emphasized that leaders need to view feedback as a developmental tool. Its importance in achieving leadership excellence also has been stressed.

This paper argues that feedback helps employees to recognize their blind spots, correct themselves and perform better. It also serves as an employee retention tool. People crave feedback, especially positive feedback. But the feedback givers must know the art of giving feedback so that they are respected for it.

This paper advances the view that people excel through improvement and can improve through feedback.

This paper describes how to use feedback as a tool to develop future leaders.