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Developing a Feedback System for Work Units: A Field Experiment in Structural Change
dc.contributor.authorNadler, Daviden_US
dc.contributor.authorCammann, Cortlandten_US
dc.contributor.authorMirvis, Philipen_US
dc.date.accessioned2010-04-13T19:45:52Z
dc.date.available2010-04-13T19:45:52Z
dc.date.issued1980en_US
dc.identifier.citationNadler, David; Cammann, Cortlandt; Mirvis, Philip (1980). "Developing a Feedback System for Work Units: A Field Experiment in Structural Change." The Journal of Applied Behavioral Science 16(1): 41-62. <http://hdl.handle.net/2027.42/67739>en_US
dc.identifier.issn0021-8863en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/67739
dc.description.abstractThis study examines the effects of introducing an ongoing feedback system into 10 branches of a Midwestern bank. The feedback system was designed to facilitate collaborative control and problem solving in the branches and was hypothesized to raise the level of participation in the branches and increase their effectiveness. The effects of the new feedback system were evaluated by observing its use and by comparing questionnaire and archival information from the experimental branches with similar data collected from 10 branches where the feedback system was not implemented. The results of the study indicated that the new feedback system produced functional consequences in some of the work groups in the experimental branches, but not in others. It appeared that in some cases the consequences were due to an increase in participative control processes, while in others, they were due to an increase in directive management. It is concluded that the effects of different feedback system designs are probably contingent on contextual factors such as the problem-solving skills and orientations of organization members, the nature of the reward systems existing in the organization, and task and individual differences among work units.en_US
dc.format.extent3108 bytes
dc.format.extent1953833 bytes
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dc.format.mimetypeapplication/pdf
dc.publisherSage Publicationsen_US
dc.titleDeveloping a Feedback System for Work Units: A Field Experiment in Structural Changeen_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelManagementen_US
dc.subject.hlbsecondlevelPsychologyen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumInstitute for Social Research, The University of Michigan.en_US
dc.contributor.affiliationotherGraduate School of Business, Columbia University.en_US
dc.contributor.affiliationotherSchool of Management, Boston University and Center for Applied Behavioral Science.en_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/67739/2/10.1177_002188638001600105.pdf
dc.identifier.doi10.1177/002188638001600105en_US
dc.identifier.sourceThe Journal of Applied Behavioral Scienceen_US
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dc.owningcollnameInterdisciplinary and Peer-Reviewed


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