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The effects of training in feedback on managers' attributional bias and perceived effectiveness of their work groups

Problematic situations involving managers and employees can be dysfunctional in the work setting. Resolution of these problems often requires giving feedback that is specific, empathic, and in a spirit of inquiry. This research tested the effects of a learning intervention designed to intercept attributional bias and untested inference through training in feedback. An experimental field study was conducted in a large municipal government to address manager-subordinate feedback. Pre and post test measures were used to answer three research questions: What are the effects of training in feedback on managers' (1) perceived effectiveness of their work groups, (2) attributional bias of their Least Effective Subordinate, and (3) use of feedback skills with employees. / Ed. D.

Identiferoai:union.ndltd.org:VTETD/oai:vtechworks.lib.vt.edu:10919/39549
Date03 October 2007
CreatorsLawrence, Harriet Vee
ContributorsAdult and Continuing Education, Wiswell, Albert K., Belli, Gabriella, French, John Lawerence, Reece, Barry L., Stubblefield, Harold
PublisherVirginia Tech
Source SetsVirginia Tech Theses and Dissertation
LanguageEnglish
Detected LanguageEnglish
TypeDissertation, Text
Formatix, 229 leaves, BTD, application/pdf, application/pdf
RightsIn Copyright, http://rightsstatements.org/vocab/InC/1.0/
RelationOCLC# 28205582, LD5655.V856_1992.L397.pdf

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