An examination of team reactions to negative performance feedback and their relationship to team performance
dc.contributor.advisor | Arthur, Winfred, Jr. | |
dc.creator | Philo, Joel Richard | |
dc.date.accessioned | 2005-02-17T21:05:15Z | |
dc.date.available | 2005-02-17T21:05:15Z | |
dc.date.created | 2004-12 | |
dc.date.issued | 2005-02-17 | |
dc.identifier.uri | https://hdl.handle.net/1969.1/1555 | |
dc.description.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. | en |
dc.format.extent | 359873 bytes | en |
dc.format.medium | electronic | en |
dc.format.mimetype | application/pdf | |
dc.language.iso | en_US | |
dc.publisher | Texas A&M University | |
dc.subject | Team | en |
dc.subject | Feedback | en |
dc.subject | Blame | en |
dc.subject | Strategize | en |
dc.subject | Productivity | en |
dc.title | An examination of team reactions to negative performance feedback and their relationship to team performance | en |
dc.type | Book | en |
dc.type | Thesis | en |
thesis.degree.department | Psychology | en |
thesis.degree.discipline | Psychology | en |
thesis.degree.grantor | Texas A&M University | en |
thesis.degree.name | Doctor of Philosophy | en |
thesis.degree.level | Doctoral | en |
dc.contributor.committeeMember | Bergman, Mindy | |
dc.contributor.committeeMember | Paetzold, Ramona | |
dc.contributor.committeeMember | Payne, Stephanie | |
dc.type.genre | Electronic Dissertation | en |
dc.type.material | text | en |
dc.format.digitalOrigin | born digital | en |
Files in this item
This item appears in the following Collection(s)
-
Electronic Theses, Dissertations, and Records of Study (2002– )
Texas A&M University Theses, Dissertations, and Records of Study (2002– )