Journal of Organizational Behavior Management 

About: Journal of Organizational Behavior Management is an academic journal published by Taylor & Francis. The journal publishes majorly in the area(s): Organizational behavior management & Behavioral systems analysis. It has an ISSN identifier of 0160-8061. Over the lifetime, 782 publications have been published receiving 18102 citations.

An Objective Review of the Effectiveness and Essential Characteristics of Performance Feedback in Organizational Settings (1985-1998)

Abstract: Performance feedback has been used successfully to increase performance in a variety of organizational settings for over 20 years. The main objective of the present review was to update the feedback literature review conducted by Balcazar, Hopkins, and Suarez in 1985. The current review identified 68 applications of feedback from 43 studies in applied organizational settings. Each application was categorized by: feedback effectiveness, combinations of other interventions with feedback, and essential characteristics of feedback. The results of our review support some findings of the previous review: (a) feedback does not uniformly improve performance, and (b) the addition of other procedures tends to improve the consistency of feedback effects. Our review also suggests that more useful and practical information would come from assessing the functional mechanisms of feedback. The implications of these findings and suggestions for future research are discussed.

A Critical, Objective Review of Performance Feedback

Abstract: Providing information to employees about their past performance is a widely used strategy in organizations. The effects of performance feedback, however, have not been previously systematically evaluated. A total of 126 applications of feedback in organizations was reviewed. Each feedback application was evaluated in terms of the consistency of its effects. Effects were differentiated according to whether feedback was used alone or in combination with rewards and/or goal setting procedures and according to selected characteristics of feedback. The results of this review indicate that (1) feedback does not uniformly improve performance; (2) adding rewards and/or goal setting procedures to feedback improves the consistency of its effects; and (3) some characteristics of feedback are more consistently associated with improved performance than others. An analysis of the ways in which feedback might operate and consideration of basic research suggest that it will be effective to the extent that it is ...

Self-Efficacy Beliefs and Sales Performance

Abstract: Self-efficacy theory predicts that people will perform better when they believe they have the skills necessary for success. It also suggests, however, that believing in long-term rewards for success ("response-outcome expectations") does not correlate with adequate performance. This paper supports the generality of self-efficacy theory and provides evidence that self-efficacy beliefs predict insurance sales performance, whereas response-outcome expectations did not. A questionnaire was developed to measure self-efficacy beliefs and response-outcome expectations using 200 insurance sales representatives. Regression analyses were computed on a different sample of 97 insurance sales representatives using four separate dependent variables (calls-per-week; number of policies sold; sales revenue and a composite performance index on which actual sales commission was based). (1) These analyses established a correlation (but no causal relationship) between self-efficacy beliefs and sales performance. (2) The gener...

Beyond negative affectivity: Measuring stress and satisfaction in the workplace.

Abstract: Stress researchers frequently use self-report measures to assess stress, health, psychological adjustment, and subjective dissatisfaction. We present evidence demonstrating that all of these variables are highly intercorrelated and reflect a common underlying factor of Negative Affectivity (NA). NA is a stable and pervasive personality dimension-high NA individuals report more stress, distress and physical complaints, even in the absence of any objective stressor or health problem. Thus, NA may operate as a substantial nuisance factor in many areas of research. To circumvent its influence, investigators can use non-subjective measures of stress and health. Finally, we present a two-factor model of stress and satisfaction that includes, in addition to NA, the independent factor of Positive Affectivity (PA), a trait reflecting positive feelings about oneself and one's life.