MARC Record from harvard_bibliographic_metadata

LEADER: 01982nam a2200229Ka 4500
001 012680682-9
005 20110209160609.0
008 090528s2011 mau b 000|0 eng d
035 0 $aocn701618608
100 1 $aGino, Francesca.
245 10 $aDriven by social comparisions :$bhow feedback about coworkers' effort influences individual productivity /$cFrancesca Gino, Bradley R. Staats.
260 $a[Boston] :$bHarvard Business School,$cc2011.
300 $a34 p. ;$c28 cm.
490 1 $aWorking paper / Harvard Business School ;$v11-078
500 $a"February 2011"--Publisher's website.
504 $aIncludes bibliographical references.
520 $aDrawing on theoretical insights from research on social comparison processes, this article explores how managers can use performance feedback to sustain employees' motivation and performance in organizations. Using a field experiment at a Japanese bank, we investigate the effects of valence (positive versus negative), type (direct versus indirect), and timing of feedback (one-shot versus persistent) on employee productivity. Our results show that direct negative feedback (e.g., an employee learns her performance falls in the bottom of her group) leads to improvements in employees' performance, while direct positive feedback does not significantly impact performance. Furthermore, indirect negative feedback (i.e., the employee learns she is not in the bottom of her group) worsens productivity while indirect positive feedback (i.e., the employee learns she is not in the top of her group) does not affect it. Finally, both persistently positive and persistently negative feedback lead to improvements in employees' performance. Together, our findings offer insight into the role of performance feedback in motivating productivity in repetitive tasks.
700 1 $aStaats, Bradley R.
710 2 $aHarvard Business School.
830 0 $aWorking paper (Harvard Business School) ;$v11-078.
988 $a20110209
906 $0MH