Global ETD Search

41	Examining the feedback environment and accountability in informal performance management systems Coulter-Kern, Paige E. 06 March 2013 (has links) Indiana University-Purdue University Indianapolis (IUPUI) / Improving performance management is a high priority for many organizations that want to improve the performance of their employees. Recently, researchers have focused on the social context to promote behavioral change, and have created new scales to examine context, such as the feedback environment. The current study examined internal and external accountability as mediators of the relationship between the feedback environment and developmental behaviors. Participants each completed three scales measuring the feedback environment, internal and external accountability, and developmental behaviors. Results suggested that internal and external accountability both mediate the relationship between the feedback environment and developmental behaviors, but neither is a stronger mediator than the other. In addition, internal and external accountability both mediate the relationship between each component of the feedback environment and developmental behaviors, but again neither is a stronger mediator than the other. This study contributed to the literature on performance management, and emphasized the importance of training supervisors to use the feedback environment to increase perceptions of accountability for employees. Performance management Accountability Feedback environment Mediation Preacher and Hayes Performance appraisal Developmental behaviors Performance -- Evaluation Performance standards Feedback (Psychology) Employees -- Rating of Employee motivation Supervision of employees Organizational commitment Communication in organizations Job satisfaction Employees -- Coaching of Self-actualization (Psychology) Employee attitude surveys

Search results

Examining the feedback environment and accountability in informal performance management systems