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Feedback, self-esteem, and performance in organizations / Camelia M. Kuhnen in Management science, Vol. 58 N° 1 (Janvier 2012) 

Public ISBD [article]  in Management science > Vol. 58 N° 1 (Janvier 2012) . - pp. 94-113 Titre : Feedback, self-esteem, and performance in organizations Type de document : texte imprimé Auteurs : Camelia M. Kuhnen, Auteur ; Agnieszka Tymula, Auteur Année de publication : 2012 Article en page(s) : pp. 94-113 Note générale : Management Langues : Anglais (eng) Mots-clés : Organizational  studies  Personnel  Motivation-incentives  Productivity Résumé : 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. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/content/58/1/94.abstract [article] Feedback, self-esteem, and performance in organizations [texte imprimé] / Camelia M. Kuhnen, Auteur ; Agnieszka Tymula, Auteur . - 2012 . - pp. 94-113. Management Langues : Anglais (eng) in Management science > Vol. 58 N° 1 (Janvier 2012) . - pp. 94-113 Mots-clés : Organizational  studies  Personnel  Motivation-incentives  Productivity Résumé : 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. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/content/58/1/94.abstract