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The influence of goal orientation on...

Alders, Mark Lee.

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The influence of goal orientation on employee response to performance feedback: Making organizational feedback systems more effective.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The influence of goal orientation on employee response to performance feedback: Making organizational feedback systems more effective./
Author:	Alders, Mark Lee.
Description:	114 p.
Notes:	Adviser: Richard Clark.
Contained By:	Dissertation Abstracts International63-05B.
Subject:	Psychology, Industrial. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3054844
ISBN:	0493700188

The influence of goal orientation on employee response to performance feedback: Making organizational feedback systems more effective.
Alders, Mark Lee.

The influence of goal orientation on employee response to performance feedback: Making organizational feedback systems more effective. - 114 p.

Adviser: Richard Clark.

Thesis (Ed.D.)--University of Southern California, 2000.

Feedback is a key component in learning and motivation, and is thus a critical prerequisite for effective employee development and performance improvement within organizations. Research conducted primarily within academic settings has shown that an individual's goal orientation (mastery, performance), may have a significant influence on how individuals perceive and respond to performance feedback. This study, which was conducted within a large U.S. manufacturing organization, examined the influence of employee goal orientation and the method by which supervisors provide feedback (mastery-complementary, performance complementary), on a number of dependent variables relating to feedback perception and post-feedback performance. Managers were trained to provide either mastery-complementary or performance-complementary feedback as part of the organization's formal performance management process. Goal orientation assessments were collected for 332 employees, and post-feedback data relating to the dependent variables were collected from both supervisors and employees. The study did not reveal a significant interaction between employee goal orientation and feedback method. Although there were some statistically significant findings, the primary hypotheses were not supported. Severe restrictions of range associated with employee mastery orientation scores limited the power of this study, however, this restriction of range also raised questions that challenge the utility of goal orientation as a predictive variable within organizational settings. Employees with low mastery orientations may be eliminated through organizational selection processes, and thus, successful organizations may consistently hire individuals with relatively high mastery orientations. Further implications associated with the results of this study, and directions for future research were discussed.

ISBN: 0493700188Subjects--Topical Terms:

520063
Psychology, Industrial.

The influence of goal orientation on employee response to performance feedback: Making organizational feedback systems more effective.
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100 1 $a Alders, Mark Lee. $3 1250290
245 1 0 $a The influence of goal orientation on employee response to performance feedback: Making organizational feedback systems more effective.
300 $a 114 p.
500 $a Adviser: Richard Clark.
500 $a Source: Dissertation Abstracts International, Volume: 63-05, Section: B, page: 2630.
502 $a Thesis (Ed.D.)--University of Southern California, 2000.
520 $a Feedback is a key component in learning and motivation, and is thus a critical prerequisite for effective employee development and performance improvement within organizations. Research conducted primarily within academic settings has shown that an individual's goal orientation (mastery, performance), may have a significant influence on how individuals perceive and respond to performance feedback. This study, which was conducted within a large U.S. manufacturing organization, examined the influence of employee goal orientation and the method by which supervisors provide feedback (mastery-complementary, performance complementary), on a number of dependent variables relating to feedback perception and post-feedback performance. Managers were trained to provide either mastery-complementary or performance-complementary feedback as part of the organization's formal performance management process. Goal orientation assessments were collected for 332 employees, and post-feedback data relating to the dependent variables were collected from both supervisors and employees. The study did not reveal a significant interaction between employee goal orientation and feedback method. Although there were some statistically significant findings, the primary hypotheses were not supported. Severe restrictions of range associated with employee mastery orientation scores limited the power of this study, however, this restriction of range also raised questions that challenge the utility of goal orientation as a predictive variable within organizational settings. Employees with low mastery orientations may be eliminated through organizational selection processes, and thus, successful organizations may consistently hire individuals with relatively high mastery orientations. Further implications associated with the results of this study, and directions for future research were discussed.
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