An examination of team reactions to negative performance feedback and their relationship to team performance /
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| Format: | Thesis eBook |
| Language: | English |
| Published: |
[College Station, Tex.] :
[Texas A&M University],
[2005]
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| Online Access: | Link to OAK Trust copy |
| Abstract: | Despite the abundant research regarding individual-level feedback, few studies examine team feedback, particularly the relationship between team feedback reactions and organizational performance. Through a field study and a lab study, this paper examines two reactions to team feedback, specifically blaming and strategizing, and their relationship to team performance. Study 1 showed that both blaming and strategizing occur in about 1/3 of team feedback meetings in an international sample of teams. Blaming was found to negatively correlate with productivity improvement (r = -.59), whereas strategizing was found to positively correlate with productivity improvement (r = .33). Study 2 was a lab study conducted to addresses several of the limitations from Study 1. The results from Study 2 were mixed. Although the manipulation failed to differentiate the experimental conditions in Study 2, post hoc correlational analyses showed a positive relationship between strategizing and viability, and a negative relationship between excuse making and viability. Correlational analyses also revealed a negative relationship between blaming or excuse making and team cohesion. These results suggest further research is warranted in this area. |
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| Item Description: | "Major Subject: Psychology" Title from author supplied metadata (automated record created on Feb. 17, 2005.) Vita. Abstract. Electronic resource. |
| Format: | Mode of access: World Wide Web. System requirements: World Wide Web access and Adobe Acrobat Reader. |
| Bibliography: | Includes bibliographical references. |