Comments:
- Nice Work!
- Your main heading, if it will be a subsection on [[[Productivity]], should be double-equals header (like it is), but the other headings should be ===triple-equals headers===.
- Review text for spelling/grammar. You spelled 'employee' as 'employe' several times.
- Integrate your references into the text using the ref markup like:
[1] [2] [3] ShaneTMueller (talk) 22:30, 17 February 2013 (UTC)
Psychological Factors of Feedback on Performance
editFeedback in the workplace can be received in two different types of ways. Positive feedback is when an employee is praised and told what he or she is doing right and negative feedback is when an employee is corrected and told what he or she is doing wrong. [4] Positive and negative feedback in terms of work productivity are very important in the field of Industrial-organizational psychology. Feedback in the work place can be both formal and informal.
Positive Feedback
editPositive feedback has the most impact on creating higher quality work and more work productivity overall. Positive feedback will also lead to a higher Job satisfaction level. When receiving positive feedback an employee may be told that his or her work is being done correctly and that he or she should keep up the good work. Positive feedback is used to reinforce good behavior and encourage the worked to keep working hard and creating high quality work.
Negative Feedback
editNegative feedback has the ability to slow work production and create less quality work. [6]However, when negative feedback is given in terms of corrective criticism then high quality work can be produced because it allows for errors to be known and made available to correct. This type of feedback is called Corrective feedback.
General Feedback
editBoth formal and informal feedback is used in the workplace. When formal feedback is given in the workplace it is usually called a Performance appraisal. This type of feedback can be very useful when informing an employee what they do well and what they need to improve on. [7] Informal feedback does not have specific name but may be demonstrated in terms of a pat on the back or suggestion that comes from another employee or supervisor.
References
edit- ^ Andersson, L. (1996 November). Employee Cynicism: An Examination Using a Contract Violation Framework. Human Relations. Retrieved from http://hum.sagepub.com
- ^ Earley, P. C. "Trust, Perceived Importance of Praise and Criticism, and Work Performance: An Examination of Feedback in the United States and England." Journal of Management 12.4 (1986): 457-73. Print.
- ^ Kim, J. & Hamner, C. (1976 February). Effect of Performance Feedback and Goal Setting on Productivity and Satisfaction in an Organized Setting. Journal of Applied Psychology. Retrieved from http://psycnet.apa.org/journals
- ^ Andersson, L. (1996 November). Employee Cynicism: An Examination Using a Contract Violation Framework. Human Relations. Retrieved from http://hum.sagepub.com
- ^ Earley, P. C. "Trust, Perceived Importance of Praise and Criticism, and Work Performance: An Examination of Feedback in the United States and England." Journal of Management 12.4 (1986): 457-73. Print.
- ^ Kluger, Avraham N., and Angelo DeNisi. "Effects of Feedback Intervention on Performance: A Historical Review, a Meta-analysis, and a Preliminary Feedback Intervention Theory." Psychological Bulletin 119.2 (1996): 254-84. Print.
- ^ Kim, J. & Hamner, C. (1976 February). Effect of Performance Feedback and Goal Setting on Productivity and Satisfaction in an Organized Setting. Journal of Applied Psychology. Retrieved from http://psycnet.apa.org/journals
External links
edit- Society for Industrial and Organizational Psychology
- Performance feedback: its effectiveness in the management of job performance
- Providing Formal Feedback on Job Performance
Category:Industrial and organizational psychology Category:Performance psychology