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An Examination of the Individual Level Antecedents of the Feedback EnvironmentMarando, Karen A. 01 December 2011 (has links)
No description available.
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EXPLICATING THE LINKS BETWEEN THE FEEDBACK ENVIRONMENT, FEEDBACK SEEKING, AND JOB PERFORMANCEWhitaker, Brian 02 October 2007 (has links)
No description available.
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What Works for You Might Not Work for Me: Consequences of IPT, Feedback Orientation, and Feedback Environment on Performance Management EffectivenessBurton, Bobbie 05 1900 (has links)
Indiana University-Purdue University Indianapolis (IUPUI) / Despite its status as a commonly used and seemingly vital talent management system, performance management has received an abundance of criticism surrounding its effectiveness and utility in organizations. Existing deficiencies in performance management are largely attributed to gaps in its strategy and implementation, with researchers arguing that organizations need to spend more effort supporting personnel engagement in informal, “everyday” performance management behaviors to drive performance. The present study sought to expand on existing performance management research by investigating: 1) how supervisor engagement in informal performance management behaviors influences employee perceptions of overall performance management and 2) how employee feedback orientation and implicit person theory potentially alter those perceptions. The hypothesized model was tested using an online survey sent through Prolific academic to a random sample of 351 full-time United States employees. A series of hierarchical regressions revealed that employee perceptions of performance management were positively predicted by supervisor engagement in informal performance management behaviors. However, employee feedback orientation and implicit person theory were not found to significantly moderate these effects. The present study contributes to performance management literature by examining the degree to which informal supervisor performance management behaviors shape employee reactions to performance management. Implications, limitations, and directions for future research are discussed.
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THE INFLUENCE OF FEEDBACK ORIENTATION AND FEEDBACK ENVIRONMENT ON CLINICIAN PROCESSING OF FEEDBACK FROM CLIENT OUTCOME MEASURESRife, Gary Logan January 2016 (has links)
No description available.
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Feedbackmiljö kopplat till arbetsmotivation / Feedback environment related to work motivationBroman, Alva, Nordin, Sofie January 2023 (has links)
Syftet med studien var att undersöka hur upplevelsen av daglig feedback från chefer och medarbetare (feedbackmiljö) är relaterad till arbetsmotivation samt om det var några av dimensionerna i feedbackmiljön som hade större betydelse för arbetsmotivationen. Studien var kvantitativ och en digital enkät användes som mätinstrument. Enkäten var baserad på frågor från Feedback Environment Scale (FES) och QPSNordic, där FES användes för att mäta feedbackmiljön och QPSNordic för att mäta arbetsmotivation. Enkäten delades på sociala medier och genererade 75 enkätsvar. Analyserna genomfördes i SPSS och studiens resultat visade att det fanns ett flertal positiva samband mellan arbetsmotivation och feedbackmiljö samt att upplevelsen av daglig feedback från chefer är mest centralt när det kommer till arbetsmotivation. Det var dock endast framförande av feedback från källan chef som signifikant predicerade arbetsmotivation.
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What Works for You Might Not Work for Me: Consequences of IPT, Feedback Orientation, and Feedback Environment on Performance Management EffectivenessBobbie Burton (15300874) 18 May 2023 (has links)
<p>Despite its status as a commonly used and seemingly vital talent management system, performance management has received an abundance of criticism surrounding its effectiveness and utility in organizations. Existing deficiencies in performance management are largely attributed to gaps in its strategy and implementation, with researchers arguing that organizations need to spend more effort supporting personnel engagement in <em>informal</em>, “everyday” performance management behaviors to drive performance. The present study sought to expand on existing performance management research by investigating: 1) how supervisor engagement in <em>informal </em>performance management behaviors influences employee perceptions of <em>overall </em>performance management and 2) how <em>employee </em>feedback orientation and implicit person theory potentially alter those perceptions. The hypothesized model was tested using an online survey sent through Prolific academic to a random sample of 351 full-time United States employees. A series of hierarchical regressions revealed that employee perceptions of performance management were positively predicted by supervisor engagement in informal performance management behaviors. However, employee feedback orientation and implicit person theory were not found to significantly moderate these effects. The present study contributes to performance management literature by examining the degree to which informal supervisor performance management behaviors shape employee reactions to performance management. Implications, limitations, and directions for future research are discussed. </p>
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BOSSES AND BURNOUT: THE INTERPERSONAL CONSEQUENCES OF LEADER ARROGANCE FOR SUBORDINATESBorden, Lauren Ann, Borden January 2017 (has links)
No description available.
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Beyond Cheerleaders and Checklists: The Effects of the Feedback Environment on Employee Self-DevelopmentCavanaugh, Caitlin M. 04 October 2016 (has links)
No description available.
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The Buffering Effect of The Feedback Environment: The Role of Job Demands, The Feedback Environment, and Psychological Need Satisfaction in Preventing BurnoutPears, Elizabeth 02 July 2020 (has links)
No description available.
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Politics, Stress, and Exchange Perceptions: A Dual Process Model Relating Organizational Politics to Employee OutcomesRosen, Christopher Charles 05 October 2006 (has links)
No description available.
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