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Individual Feedback:

1990; Taylor & Francis; Volume: 10; Issue: 2 Linguagem: Inglês

10.1300/j075v10n02_06

1540-8604

Sonia M. Goltz, Maryalice Citera, Marjane Jensen, Janet L. Favero, Judith L. Komaki,

Complex Systems and Decision Making

Effects of the aggregation level of feedback (i.e., group, individual) were examined by asking the question, "Does individual feedback enhance the effects of group feedback?" Data were collected in a field study in which the dependent variable was the product handling behavior of workers (N = 20) in a Midwestern microelectronics plant. A feedback program was applied using an ABCB reversal design with the following phases: (1) Baseline; (2) Gverrosua P tFo eGedrbouacpk F; e(3ed) bGarcoku. pP Perlufosr mInadnivcied iunaclr eFaeseeddb afrcokm; apnhda s(e4 )A R etophase B and from phase B to hase C, but did not reverse. Results point to the pos!sibL~lityth at in ividual feedback can enhance performance improvements attained by group feedback, but is not critical in maintaming these improvements.