The Effects of Peer Feedback on Team Member Behavior
We examined the effects of peer feedback on subsequent behavior using a four-dimensional model of team behavior. Participants (N= 75) were randomly assigned to teams, and teams were randomly assigned to one of three experimental conditions: feedback, exposure, or control. In the feedback condition,...
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| Veröffentlicht in: | Group & organization management 1997-12, Vol.22 (4), p.508-520 |
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| creator | Dominick, Peter G. Reilly, Richard R. Mcgourty, Jack W. |
| description | We examined the effects of peer feedback on subsequent behavior using a four-dimensional model of team behavior. Participants (N= 75) were randomly assigned to teams, and teams were randomly assigned to one of three experimental conditions: feedback, exposure, or control. In the feedback condition, participants rated themselves and each other using a 24-item behavioral observation scale after completing the first of two decison-making tasks. Before performing the second task, they received individualized feedback reports summarizing their self- and peer ratings. Those assigned to the exposure condition completed the behavioral observation scale after the first task but did not receive feedback. The second task was videotaped and rated by experts blind to experimental condition. Results showed significantly higher ratings for participants in the feedback and exposure conditions. The findings extend previous research on multisource feed-back by isolating exposure to key behaviors as an important variable in behavioral improvement. |
| doi_str_mv | 10.1177/1059601197224006 |
| format | Article |
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Participants (N= 75) were randomly assigned to teams, and teams were randomly assigned to one of three experimental conditions: feedback, exposure, or control. In the feedback condition, participants rated themselves and each other using a 24-item behavioral observation scale after completing the first of two decison-making tasks. Before performing the second task, they received individualized feedback reports summarizing their self- and peer ratings. Those assigned to the exposure condition completed the behavioral observation scale after the first task but did not receive feedback. The second task was videotaped and rated by experts blind to experimental condition. Results showed significantly higher ratings for participants in the feedback and exposure conditions. 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Participants (N= 75) were randomly assigned to teams, and teams were randomly assigned to one of three experimental conditions: feedback, exposure, or control. In the feedback condition, participants rated themselves and each other using a 24-item behavioral observation scale after completing the first of two decison-making tasks. Before performing the second task, they received individualized feedback reports summarizing their self- and peer ratings. Those assigned to the exposure condition completed the behavioral observation scale after the first task but did not receive feedback. The second task was videotaped and rated by experts blind to experimental condition. Results showed significantly higher ratings for participants in the feedback and exposure conditions. The findings extend previous research on multisource feed-back by isolating exposure to key behaviors as an important variable in behavioral improvement.</description><subject>Behavior</subject><subject>Control theory</subject><subject>Decision making</subject><subject>Feedback</subject><subject>Group dynamics</subject><subject>Hypotheses</subject><subject>Organizational behavior</subject><subject>Peers</subject><subject>Ratings & rankings</subject><subject>Standard deviation</subject><subject>Studies</subject><subject>Teams</subject><subject>Teamwork</subject><issn>1059-6011</issn><issn>1552-3993</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1997</creationdate><recordtype>article</recordtype><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><recordid>eNp1UE1LAzEQDaJgrd49Bu-rM5nNxhy1tCpU9FDPS5qd2Fa3W5Ot4L83pYIgeJph3tfwhDhHuEQ05gpB2woQrVGqBKgOxAC1VgVZS4d5z3Cxw4_FSUorAFCVKgeinC1YjkNg3yfZBfnMHOWEuZk7_ya7tZyxa-Ujt_N8v-WF-1x28VQcBfee-OxnDsXLZDwb3RfTp7uH0c208ARVXyhtA2lzTQaR0AcyrNkGh6Zpqio_6YE1NuBtjmejLbErlea510SsNQ3Fxd53E7uPLae-XnXbuM6RtQKizKIyk2BP8rFLKXKoN3HZuvhVI9S7auq_1WRJsZck98q_nv_yvwGDf1_z</recordid><startdate>19971201</startdate><enddate>19971201</enddate><creator>Dominick, Peter G.</creator><creator>Reilly, Richard R.</creator><creator>Mcgourty, Jack W.</creator><general>Sage Publications</general><general>SAGE PUBLICATIONS, INC</general><scope>AAYXX</scope><scope>CITATION</scope><scope>0U~</scope><scope>1-H</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>87Z</scope><scope>88G</scope><scope>8BJ</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FQK</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>GNUQQ</scope><scope>JBE</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M2M</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PSYQQ</scope><scope>Q9U</scope></search><sort><creationdate>19971201</creationdate><title>The Effects of Peer Feedback on Team Member Behavior</title><author>Dominick, Peter G. ; 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Participants (N= 75) were randomly assigned to teams, and teams were randomly assigned to one of three experimental conditions: feedback, exposure, or control. In the feedback condition, participants rated themselves and each other using a 24-item behavioral observation scale after completing the first of two decison-making tasks. Before performing the second task, they received individualized feedback reports summarizing their self- and peer ratings. Those assigned to the exposure condition completed the behavioral observation scale after the first task but did not receive feedback. The second task was videotaped and rated by experts blind to experimental condition. Results showed significantly higher ratings for participants in the feedback and exposure conditions. 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| ispartof | Group & organization management, 1997-12, Vol.22 (4), p.508-520 |
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| language | eng |
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| subjects | Behavior Control theory Decision making Feedback Group dynamics Hypotheses Organizational behavior Peers Ratings & rankings Standard deviation Studies Teams Teamwork |
| title | The Effects of Peer Feedback on Team Member Behavior |
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