Feedback, Self-Esteem, and Performance in Organizations

被引:144
作者
Kuhnen, Camelia M. [1 ]
Tymula, Agnieszka [2 ]
机构
[1] Northwestern Univ, Dept Finance, Kellogg Sch Management, Evanston, IL 60208 USA
[2] NYU, Ctr Neural Sci, New York, NY 10003 USA
关键词
organizational studies; personnel; motivation-incentives; productivity; METAANALYSIS; MOTIVATION;
D O I
10.1287/mnsc.1110.1379
中图分类号
C93 [管理学];
学科分类号
12 ; 1201 ; 1202 ; 120202 ;
摘要
We examine whether private feedback about relative performance can mitigate moral hazard in competitive environments by modifying the agents' self-esteem. In our experimental setting, people work harder and expect to rank better when told that they may learn their ranking, relative to cases when feedback will not be provided. Individuals who ranked better than expected decrease output but expect a better rank in the future, whereas those who ranked worse than expected increase output but lower their future rank expectations. Feedback helps create a ratcheting effect in productivity, mainly because of the fight for dominance at the top of the rank hierarchy. Our findings suggest that organizations can improve employee productivity by changing the likelihood of feedback, the reference group used to calculate relative performance, and the informativeness of the feedback message.
引用
收藏
页码:94 / 113
页数:20
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