Negative Feedback and Team Performance: An Examination of How Team Reactions to Negative Feedback Affect Team Performance

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9783639069037: Negative Feedback and Team Performance: An Examination of How Team Reactions to Negative Feedback Affect Team Performance

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, 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 address the limitations from Study 1. The results from Study 2 were mixed. These results suggest further research is warranted.

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Dr. Joel R. Philo EDUCATIONDoctor of Philosophy in Psychology (2004) Texas A&M UniversitySPECIALTYHuman Capital Strategic Measurement & ManagementEXPERIENCEJCPenney - Senior Manager of Strategic Alignment;Frito Lay North America - HR Manager of Selection and Insights;ePredix - Researcher/Consultant;The Home Depot - OD Intern

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Philo, Joel
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Book Description Book Condition: New. Publisher/Verlag: VDM Verlag Dr. Müller | An Examination of How Team Reactions to Negative Feedback Affect Team Performance | 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, 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 address the limitations from Study 1. The results from Study 2 were mixed. These results suggest further research is warranted. | Format: Paperback | Language/Sprache: english | 165 gr | 112 pp. Bookseller Inventory # K9783639069037

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Book Description VDM Verlag Dr. Mueller e.K., Germany, 2011. Paperback. Book Condition: New. Language: English . Brand New Book ***** Print on Demand *****.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, 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 address the limitations from Study 1. The results from Study 2 were mixed. These results suggest further research is warranted. Bookseller Inventory # AAV9783639069037

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Book Description VDM Verlag Aug 2008, 2008. Taschenbuch. Book Condition: Neu. Neuware - 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, 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 address the limitations from Study 1. The results from Study 2 were mixed. These results suggest further research is warranted. 112 pp. Englisch. Bookseller Inventory # 9783639069037

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Book Description VDM Verlag Aug 2008, 2008. Taschenbuch. Book Condition: Neu. Neuware - 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, 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 address the limitations from Study 1. The results from Study 2 were mixed. These results suggest further research is warranted. 112 pp. Englisch. Bookseller Inventory # 9783639069037

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Book Description VDM Verlag. Paperback. Book Condition: New. Paperback. 112 pages. Dimensions: 8.7in. x 5.9in. x 0.3in.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, blaming and strategizing, and their relationship to team performance. Study 1 showed that both blaming and strategizing occur in about 13 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 address the limitations from Study 1. The results from Study 2 were mixed. These results suggest further research is warranted. This item ships from multiple locations. Your book may arrive from Roseburg,OR, La Vergne,TN. Paperback. Bookseller Inventory # 9783639069037

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Book Description VDM Verlag Aug 2008, 2008. Taschenbuch. Book Condition: Neu. This item is printed on demand - Print on Demand Neuware - 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, 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 address the limitations from Study 1. The results from Study 2 were mixed. These results suggest further research is warranted. 112 pp. Englisch. Bookseller Inventory # 9783639069037

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