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Although scholars have shown that group goals can positively affect group performance, very little work has focused on developing an understanding of group feedback as a component of the group goal‐group performance relationship. A current model of individual‐level response to group feedback is examined as a basis for moving towards an interactionist perspective encompassing both the individual and group‐level response to group feedback based on an understanding of groups as information processors. It is suggested that individual feedback provided in groups is a complex phenomena necessitating an understanding of the multiple ways in which information in groups may be processed. Implications for future research are considered.

In this commentary, the authors follow DeNisi and Sockbeson’s suggestions to reintegrate the organizational feedback and feedback-seeking literatures. They build on and extend their theorizing by suggesting a framework of simultaneous dual judgment processing in both feedback-seeking and organizational feedback interventions..

In the model, evaluation salience plays a role in how performance information is stored (i.e. as online judgments or loose memories), and rater motivation will determine to what extent the rater will deliberately use the stored information to give feedback.

The authors clarify some of the implications of the model for the accuracy of the feedback given, as well as how the cognitive methods that are used can be one of the explaining mechanisms in the link between feedback and performance.

This dual judgment processing approach accounts for the true complexity of the process of organizational feedback that has been largely ignored in past research.

En este comentario seguimos las sugerencias de DeNIsis y Sockbeson de reintegrar las literaturas de feedback organizativo y feedback buscado. Tomando como punto de partida su trabajo lo extendemos para sugerir un marco de procesamiento dual del juicio en las intervenciones tanto de feedback organizativo como de feedback buscado.

En nuestro modelo, la prominencia de la evaluación juega un importante papel sobre cómo se almacena la información sobre el rendimiento (i.e. como juicios online o como recuerdos vagos), y la motivación del evaluador determina hasta qué punto éste usará deliberadamente la información almacenada para proporcionar feedback.

Clarificamos algunas de las implicaciones de nuestro modelo para la precisión del feedback ofrecido, e indicamos como el modo en el que los métodos cognitivos se usan puede ser uno de los mecanismos que explican la relación entre el feedback y el rendimiento.

Esta aproximación dual del juicio toma en consideración la verdadera complejidad del proceso de feedback organizativo que ha sido ignorada en trabajos anteriores.

Procesamiento dual del juicio, Feedback, Evaluación del rendimiento, Búsqueda de feedback, Procesos de feedback, Sesgos

Papel Conceptual

Neste comentário, seguimos as sugestões de DeNIsis e Sockbeson para reintegrar as literaturas de feedback organizacional e feedback procurado. Tomando como ponto de partida este trabalho, nós o estendemos para sugerir uma estrutura de processamento dual do julgamento nas intervenções tanto do feedback organizacional quanto do feedback procurado.

Em nosso modelo, a proeminência da avaliação desempenha um papel importante na forma como as informações sobre o desempenho são armazenadas (ou seja, julgamentos online ou memórias vagas), e a motivação do avaliador determina até que ponto ele usará deliberadamente as informações armazenadas para fornecer feedback.

Esclarecemos algumas das implicações de nosso modelo para a precisão do feedback oferecido e indicamos como a maneira pela qual os métodos cognitivos são usados pode ser um dos mecanismos que explicam a relação entre feedback e desempenho.

Esta abordagem dual do julgamento leva em conta a verdadeira complexidade do processo de feedback organizacional que foi ignorado em trabalhos anteriores.

Processamento de julgamento dual, Feedback, Avaliação de desempenho, Procura de feedback, Processos de feedback, Viés

Papel conceitual

The purpose of this paper is to investigate the effects of self-efficacy, process feedback and task complexity on decisions by managers to continue or discontinue a new product after receiving negative performance feedback.

This paper uses a classroom experiment design and uses logistic regression and a chi-square test to analyze the data.

The findings of this paper show that self-efficacy, process feedback and task complexity have not only main effects but also interactive effects on managers’ go or no-go decisions; further, the main effects are mediated by interactions. The effect of self-efficacy is moderated by process feedback and task complexity. Process feedback and task complexity also have an interactive effect on decisions about new products by decision-makers.

This paper extends the theory of escalation of commitment (EOC) by showing that self-efficacy, process feedback and task complexity can influence decision-makers’ go or no-go decisions after they have received negative performance feedback.

This paper provides useful guidelines for managers on how to reduce the likelihood of EOC.

The originality and value of this paper lie in its being the first to examine the effects of process feedback and task complexity on the EOC.

360° feedback processes have gained popularity as a performance management and career development tool in contemporary organisations. This monograph explores the nature of 360° feedback, investigates the factors which have influenced its emergence and contrasts it with more traditional performance management processes used by organisations. It specifically identifies the benefits and problems associated with 360° feedback in the context of management of performance and employee career development. The monograph considers the issues surrounding different sources of feedback, i.e. peer, subordinate and self. The monograph concludes with a discussion of the issues pertaining to the use of multi‐rater feedback as a tool for performance improvement and career development.

The purpose of this paper is to explore and theorize the process of managerial feedback in relation to change in small and medium enterprises (SMEs).

This research embraces a qualitative methodology in the context of manufacturing SMEs. Drawing on 30 in-depth interviews, and observations conducted with various managers in six SMEs operating in three countries, it is argued that managers benefit more by using daily, ongoing, feedback as a trigger of change in their organizations.

The findings suggest that there is an overall view that managers appear to be reluctant to change existing processes using formalized feedback mechanisms, which runs counter-intuitive to the literature. In contrast, informal methods of feedback work better in enhancing organizational change. Moreover, another two features of feedback enhance this process, namely, benefits oriented and confidence oriented. As such, this study contributes to existing knowledge and practice by proposing a three-fold form of feedback through which managers expand their perspectives of feedback from feeding-back to feeding-forward thereby enhancing the opportunities of triggering change.

Feedback should merely be considered as a dynamic and socially constructed managerial practice. A practice where actors not only exchange information and share knowledge, but also act, react and interact with each other as they constantly rethinking the change process. The proposed aspect of feedback emphasizes knowledge therapeutically and in combination with the dialogical discourse (practical illustration) that increases the odds for capturing change as a natural, rather than exceptional.

Practitioners, as such, may wish to consider the terminology used when it comes to studying change and its implementation in a crisis context. Using deformalized managerial feedback mechanisms to tackle a formal phenomenon like “change” could help avoid employees perceiving a negative connotation, causing resistance or confusion and feeling threatened. Therefore, the authors suggest that practitioners, during development initiatives on modernizing or altering organizational processes, consider replacing the term “change” as a formal concept.

It is an investigation from an exploratory perspective in studying and understanding the causes, factors and modalities that trigger managerial feedback toward organizational change in manufacturing SMEs.

Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be a popular tool for both development and decision-making in the field today. Although much has been written about implementing 360-degree feedback since its inception in the 1990s, few longitudinal case examples exist where interventions have been applied and their impact measured successfully. This chapter closes the gap by providing research findings and key learnings from five different implementation strategies for enhancing 360-degree feedback in a large multi-national organization. Recommendations and implications for future research are discussed.

Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.

This paper aims at the implementation and early evaluation of a comprehensive, formative annual physician performance feedback process in a large academic health-care organization.

A mixed methods approach was used to introduce a formative feedback process to provide physicians with comprehensive feedback on performance and to support professional development. This initiative responded to organization-wide engagement surveys through which physicians identified effective performance feedback as a priority. In 2013, physicians primarily affiliated with the organization participated in a performance feedback process, and physician satisfaction and participant perceptions were explored through participant survey responses and physician leader focus groups. Training was required for physician leaders prior to conducting performance feedback discussions.

This process was completed by 98 per cent of eligible physicians, and 30 per cent completed an evaluation survey. While physicians endorsed the concept of a formative feedback process, process improvement opportunities were identified. Qualitative analysis revealed the following process improvement themes: simplify the tool, ensure leaders follow process, eliminate redundancies in data collection (through academic or licensing requirements) and provide objective quality metrics. Following physician leader training on performance feedback, 98 per cent of leaders who completed an evaluation questionnaire agreed or strongly agreed that the performance feedback process was useful and that training objectives were met.

This paper introduces a physician performance feedback model, leadership training approach and first-year implementation outcomes. The results of this study will be useful to health administrators and physician leaders interested in implementing physician performance feedback or improving physician engagement.

In an ever-complexifying business context, organizations need to continuously adapt, adjust and change their routines in order to remain competitive. Drawing upon a qualitative study focusing on three Southeastern European countries (Greece, Bulgaria and Serbia), this paper explores the role played by managerial feedback on routine change within small and medium enterprises (SMEs).

The authors draw from an in-depth qualitative study of six manufacturing SMEs located in three Southeastern European countries: Greece, Bulgaria and Serbia. The process of data collection, which spanned over a period of fifteen months, was centred around both interviews and observations.

The authors argue that feedback is a powerful and constructive managerial practice that sets to initiate changes in routines through three different means: (1) making sense of the changes required (by channelling information), (2) rationalizing the decision for changing the unproductive routines and (3) reviewing the process of change through the legitimization of situational routines. In addition to this, the authors found that managers perceive that routines need to change for four main reasons: inability to meet targets (e.g. performance); too cumbersome to deal with complex environments; inflexibility and failing to provide control; obsolete in terms of providing a sense of confidence.

This research provides evidence that feedback is an important managerial means of changing routines in informal, less bureaucratic and less formalized workplaces such as SMEs. Managers might embrace deformalized approaches to feedback when dealing with routines in SMEs. Working within a very sensitive structure where the majority of changes on routines need to be operationalized through their hands, managers and practitioners should deploy feedback in order to highlight the importance of routines as sources of guiding actions, activities and operations occurring in SMEs that create better internal challenges and processes.

The authors’ research suggests that routines are subject of change in dynamic and turbulent situations. Perceiving routines as antithetical to change fails to capture the distinctive features of change such as its fluidity, open-endedness, and inseparability. Likewise, the authors claim that routines are socially constructed organizational phenomena that can be modulated in different ways in SMEs.

This paper synthesizes the extant feedback literature, focusing on how feedback affects an auditor’s learning, performance, and motivation. Performance feedback is an important component in the auditing environment for ensuring quality control and for developing and coaching staff auditors. However, the literature on feedback in the audit environment is fragmented and limited making it difficult to assess its behavioral effects on auditors. This paper has three main objectives. The first is to review some of the influential research in psychology and management to identify key variables and issues that appear to be critical in the study of behavioral consequences of feedback in organizational settings. The second is to review performance feedback research specifically in auditing to identify the areas previously examined and synthesize the findings. The third is to suggest a variety of future research opportunities that may assist in developing an understanding and knowledge of the behavioral effects of feedback on auditors. The literature analysis has significant implications for audit research and practice. In particular, the analysis provides important insights into understanding who, how, and when performance feedback should be given to improve its effectiveness in the audit environment.