The Performance Effects of Giving Front-Line Employees Direct Access to Performance Data and Thereby Limiting the Supervisor’s Feedback-Intermediation Role: Evidence from a Field Experiment

References

• Aarons-Mele M (2020) Leading through anxiety. Harvard Bus. Rev. (May 11), https://hbr.org/2020/05/leading-through-anxiety.Google Scholar
• Abuhamdeh S, Csikszentmihalyi M (2009) Intrinsic and extrinsic motivational orientations in the competitive context: An examination of person–situation interactions. J. Personality 77(5):1615–1635.Crossref, Google Scholar
• Adams SM (2005) Positive affect and feedback‐giving behavior. J. Management Psych. 20(1):24–42.Google Scholar
• Ahn J, Khandelwal AK, Wei SJ (2011) The role of intermediaries in facilitating trade. J. Internat. Econom. 84(1):73–85.Crossref, Google Scholar
• Alder GS (2007) Examining the relationship between feedback and performance in a monitored environment: A clarification and extension of feedback intervention theory. J. High Tech. Management Res. 17(2):157–174.Crossref, Google Scholar
• Alder GS, Ambrose ML (2005) An examination of the effect of computerized performance monitoring feedback on monitoring fairness, performance, and satisfaction. Organ. Behav. Human Decision Processes 97(2):161–177.Crossref, Google Scholar
• Alvero AM, Bucklin BR, Austin J (2001) An objective review of the effectiveness and essential characteristics of performance feedback in organizational settings (1985–1998). J. Organ. Behav. Management 21(1):3–29.Google Scholar
• Amabile TM, Hill KG, Hennessey BA, Tighe EM (1994) The work preference inventory: Assessing intrinsic and extrinsic motivational orientations. J. Personality Soc. Psych. 66(5):950–967.Crossref, Google Scholar
• Anderson S, Rodin J (1989) Is bad news always bad?: Cue and feedback effects on intrinsic motivation. J. Appl. Soc. Pysch. 19(6):449–467.Crossref, Google Scholar
• Anon (2015) Oxford English Dictionary (Oxford University Press, Oxford, UK).Google Scholar
• Ashford SJ, Cummings LL (1983) Feedback as an individual resource: Personal strategies of creating information. Organ. Behav. Human Performance 32(3):370–398.Crossref, Google Scholar
• Ashkanani AM, Dunford BB, Mumford KJ (2022) Impact of motivation and workload on service time components: An empirical analysis of call center operations. Management Sci. 68(9):6697–6715.Link, Google Scholar
• Azmat G, Iriberri N (2016) The provision of relative performance feedback: An analysis of performance and satisfaction. J. Econom. Management Strategy 25(1):77–110.Crossref, Google Scholar
• Balcazar F, Hopkins BL, Suarez Y (1985) A critical, objective review of performance feedback. J. Organ. Behav. Management 7(3–4):65–89.Google Scholar
• Barends E, Rousseau D, Wietrak E, Cioca I (2022) Performance Feedback: An Evidence Review, Scientific Summary (Chartered Institute of Personnel and Development, London).Google Scholar
• Barnett NP, Murphy JG, Colby SM, Monti PM (2007) Efficacy of counselor vs. computer-delivered intervention with mandated college students. Addictive Behaviors 32(11):2529–2548.Crossref, Google Scholar
• Baron RM, Kenny DA (1986) The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. J. Personality Soc. Psych. 51(6):1173–1182.Crossref, Google Scholar
• Baumeister RF, Bratslavsky E, Finkenauer C, Vohs KD (2001) Bad is stronger than good. Rev. General Psych. 5(4):323–370.Crossref, Google Scholar
• Berman O, Larson RC, Pinker E (1997) Scheduling workforce and workflow in a high volume factory. Management Sci. 43(2):158–172.Link, Google Scholar
• Bernstein ES (2017) Making transparency transparent: The evolution of observation in management theory. Acad. Management Ann. 11(1):1–50.Crossref, Google Scholar
• Bernstein ES (2022) Leveling the “Flatter” playing field. J. Organ. Des. 11(1):23–25.Google Scholar
• Bernstein ES, Blunden H (2015) The sales director who turned work into a fantasy sports competition. Harvard Bus. Rev. (March 27), https://hbr.org/2015/03/the-sales-director-who-turned-work-into-a-fantasy-sports-competition.Google Scholar
• Bertrand M, Duflo E, Mullainathan S (2004) How much should we trust differences-in-differences estimates? Quart. J. Econom. 119(1):249–275.Crossref, Google Scholar
• Beshears J, Choi JJ, Laibson D, Madrian BC, Milkman KL (2015) The effect of providing peer information on retirement savings decisions. J. Finance 70(3):1161–1201.Crossref, Google Scholar
• Blanes I Vidal J, Nossol M (2011) Tournaments without prizes: Evidence from personnel records. Management Sci. 57(10):1721–1736.Link, Google Scholar
• Bol JC (2008) Subjectivity in compensation contracting. J. Accounting Literature 27:1–32.Google Scholar
• Bordoloi S, Fitzsimmons J, Fitzsimmons MJ (2019) Service Management Operations, Strategy, Information Technology (McGraw-Hill Education, New York).Google Scholar
• Botelho TL, Gertsberg M (2022) The disciplining effect of status: Evaluator status awards and observed gender bias in evaluations. Management Sci. 68(7):5311–5329.Link, Google Scholar
• Brewer N (1995) The effects of monitoring individual and group performance on the distribution of effort across tasks. J. Appl. Soc. Pysch. 25(9):760–777.Crossref, Google Scholar
• Burson KA, Larrick RP, Klayman J (2006) Skilled or unskilled, but still unaware of it: How perceptions of difficulty drive miscalibration in relative comparisons. J. Personality Soc. Psych. 90(1):60–77.Crossref, Google Scholar
• Buunk AP, Gibbons FX (2007) Social comparison: The end of a theory and the emergence of a field. Organ. Behav. Human Decision Processing 102(1):3–21.Crossref, Google Scholar
• Cameron LD (2022) “Making Out” while driving: Relational and efficiency games in the gig economy. Organ. Sci. 33(1):231–252.Link, Google Scholar
• Cameron J, Pierce WD (1994) Reinforcement, reward, and intrinsic motivation: A meta-analysis. Rev. Ed. Res. 64(3):363–423.Crossref, Google Scholar
• Cameron J, Pierce WD (1996) The debate about rewards and intrinsic motivation: Protests and accusations do not alter the results. Rev. Ed. Res. 66(1):39–51.Crossref, Google Scholar
• Cameron AC, Gelbach JB, Miller DL (2008) Bootstrap-based improvements for inference with clustered errors. Rev. Econom. Statist. 90(3):414–427.Crossref, Google Scholar
• Campbell I, Charlesworth S (2012) Salaried lawyers and billable hours: A new perspective from the sociology of work. Internat. J. Legal Profession 19(1):89–122.Crossref, Google Scholar
• Cappelli P, Tavis A (2016) The performance management revolution. Harvard Bus. Rev. 94(10):58–67.Google Scholar
• Carey KB, Scott-Sheldon LAJ, Elliott JC, Garey L, Carey MP (2012) Face-to-face versus computer-delivered alcohol interventions for college drinkers: A meta-analytic review, 1998 to 2010. Clinical Psych. Rev. 32(8):690–703.Crossref, Google Scholar
• Carpenter DL, Gregg SR, Owens DS, Buchman TG, Coopersmith CM (2012) Patient-care time allocation by nurse practitioners and physician assistants in the intensive care unit. Critical Care 16(1):R27.Crossref, Google Scholar
• Cases-Arce P, Lourenço SM, Martinez-Jerez FA (2017) The performance effect of feedback frequency and detail: Evidence from a field experiment in customer satisfaction. J. Accounting Res. 55(5):1051–1088.Crossref, Google Scholar
• Chan YS (1983) On the positive role of financial intermediation in allocation of venture capital in a market with imperfect information. J. Finance 38(5):1543–1568.Crossref, Google Scholar
• Chandler AD (1977) The Visible Hand: The Managerial Revolution in American Business (Harvard University Press, Cambridge, MA).Google Scholar
• Chanen J (2005) The amazing race. Aba J. 91(8):46–51.Google Scholar
• Chiappa GD, Lorenzo-Romero C, Constantinides E (2014) Disintermediation and user-generated content: A latent segmentation analysis. Proc. Soc. Behav. Sci. 148:524–532.Crossref, Google Scholar
• Chircu AM, Kauffman RJ (1999) Strategies for Internet middlemen in the intermediation/disintermediation/reintermediation cycle. Electronic Marketing 9(1–2):109–117.Crossref, Google Scholar
• Choi JN (2004) Individual and contextual predictors of creative performance: The mediating role of psychological processes. Creative Res. J. 16(2 and 3):187–199.Crossref, Google Scholar
• Christin A (2018) Counting clicks: Quantification and variation in web journalism in the United States and France. Amer. J. Sociol. 123(5):1382–1415.Crossref, Google Scholar
• Cialdini RB, Trost MR (1998) Social influence: Social norms, conformity and compliance. Gilbert DT, Fiske ST, Lindzey G, eds. Handbook of Social Psychology (McGraw-Hill, New York), 151–192.Google Scholar
• Cole HA, Prassel HB, Carlson CR (2018) A meta-analysis of computer-delivered drinking interventions for college students: A comprehensive review of studies from 2010 to 2016. J. Stud. Alcohol Drugs 79(5):686–696.Crossref, Google Scholar
• Corbalan G, Paas F, Cuypers H (2010) Computer-based feedback in linear algebra: Effects on transfer performance and motivation. Comput. Ed. 55(2):692–703.Crossref, Google Scholar
• Cunningham L, McGregor J (2015) Why big business is falling out of love with the annual performance review. Washington Post (August 17), https://www.washingtonpost.com/news/on-leadership/wp/2015/08/17/why-big-business-is-falling-out-of-love-with-annual-performance-reviews/.Google Scholar
• DePasque S, Tricomi E (2015) Effects of intrinsic motivation on feedback processing during learning. Neuroimage 119:175–186.Crossref, Google Scholar
• Diamond DW (1984) Financial intermediation and delegated monitoring. Rev. Econom. Stud. 51(3):393–414.Crossref, Google Scholar
• Donohue B, Allen DN, Maurer A, Ozols J, DeStefano G (2004) Alcohol prevention: A controlled evaluation of two prevention programs in reducing alcohol use among college students at low and high risk for alcohol-related problems. J. Alcohol Drug Ed. 48(1):13–33.Google Scholar
• Dunn J, Ruedy NE, Schweitzer ME (2012) It hurts both ways: How social comparisons harm affective and cognitive trust. Organ. Behav. Human Decision Processing 117(1):2–14.Crossref, Google Scholar
• Dunning D (2011) The Dunning–Kruger effect: On being ignorant of one’s own ignorance. Advances in Experimental Social Psychology (Elsevier, Amsterdam), 247–296.Google Scholar
• Earley PC (1988) Computer-generated performance feedback in the magazine-subscription industry. Organ. Behav. Human Decision Processing 41(1):50–64.Crossref, Google Scholar
• Eberly MB, Holley EC, Johnson MD, Mitchell TR (2011) Beyond internal and external: A dyadic theory of relational attributions. Acad. Management Rev. 36(4):731–753.Google Scholar
• Eberly MB, Holley EC, Johnson MD, Mitchell TR (2017) It’s not me, it’s not you, it’s us! An empirical examination of relational attributions. J. Appl. Psych. 102(5):711–731.Crossref, Google Scholar
• Ehrlinger J, Johnson K, Banner M, Dunning D, Kruger J (2008) Why the unskilled are unaware: Further explorations of (absent) self-insight among the incompetent. Organ. Behav. Human Decision Processing 105(1):98–121.Crossref, Google Scholar
• Eisenberger R, Stinglhamber F, Vandenberghe C, Sucharski IL, Rhoades L (2002) Perceived supervisor support: Contributions to perceived organizational support and employee retention. J. Appl. Psych. 87(3):565–573.Crossref, Google Scholar
• Elliot AJ, Church MA (1997) A hierarchical model of approach and avoidance achievement motivation. J. Personality Soc. Psych. 72(1):218–232.Crossref, Google Scholar
• Elliot AJ, Thrash TM (2002) Approach-avoidance motivation in personality: Approach and avoidance temperaments and goals. J. Personality Soc. Psych. 82(5):804–818.Crossref, Google Scholar
• Elliott JC, Carey KB, Bolles JR (2008) Computer-based interventions for college drinking: A qualitative review. Addiction Behav. 33(8):994–1005.Crossref, Google Scholar
• Emerson RM, Fretz RI, Shaw LL (1995) Writing Ethnographic Fieldnotes (University of Chicago Press, Chicago).Crossref, Google Scholar
• Eren T (2018) Drilling time follow-up with non-productive time monitoring. Internat. J. Oil Gas Coal Tech. 19(2):197–216.Crossref, Google Scholar
• Eriksson T, Poulsen A, Villeval MC (2009) Feedback and incentives: Experimental evidence. Labour Econom. 16(6):679–688.Crossref, Google Scholar
• Evans JA, Kunda G, Barley SR (2004) Beach time, bridge time, and billable hours: The temporal structure of technical contracting. Admin. Sci. Quart. 49:1–38.Crossref, Google Scholar
• Ewenstein B, Hancock B, Komm A (2016) Ahead of the curve: The future of performance management. The McKinsey Quarterly (McKinsey & Company, Inc.), 1–10.Google Scholar
• Eyring H, Narayanan V (2018) Performance effects of setting a high reference point for peer-performance comparison. J. Accounting Res. 56(2):581–615.Crossref, Google Scholar
• Eysenbach G (2008) Medicine 2.0: Social networking, collaboration, participation, apomediation, and openness. J. Medical Internet Res. 10(3):1–13.Crossref, Google Scholar
• Fang L, Ivashina V, Lerner J (2015) The disintermediation of financial markets: Direct investing in private equity. J. Financial Econom. 116(1):160–178.Crossref, Google Scholar
• Festinger L (1954) A theory of social comparison processes. Human Relations 7(2):117–140.Crossref, Google Scholar
• Feys M, Libbrecht N, Anseel F, Lievens F (2008) A closer look at the relationship between justice perceptions and feedback reactions: The role of the quality of the relationship with the supervisor. Psych. Belgium 48(2–3):127–156.Crossref, Google Scholar
• Fischer C, Malycha CP, Schafmann E (2019) The influence of intrinsic motivation and synergistic extrinsic motivators on creativity and innovation. Frontiers Psych. 10(137):1–10.Google Scholar
• Frick B, Simmons R (2008) The impact of managerial quality on organizational performance: Evidence from German soccer. Management Decision Econom. 29(7):593–600.Crossref, Google Scholar
• Gagné M, Forest J, Gilbert MH, Aubé C, Morin E, Malorni A (2010) The motivation at work scale: Validation evidence in two languages. Ed. Psych. Measures 70(4):628–646.Crossref, Google Scholar
• Gibbons FX, Buunk BP (1999) Individual differences in social comparison: Development of a scale of social comparison orientation. J. Personality Soc. Psych. 76(1):129–142.Crossref, Google Scholar
• Gibbs M, Merchant KA, Stede WAV, der, Vargus ME (2004) Determinants and effects of subjectivity in incentives. Accounting Rev. 79(2):409–436.Crossref, Google Scholar
• Gilbreth FB, Gilbreth LM (1919) Applied Motion Study: A Collection of Papers on the Efficient Method to Industrial Preparedness (The Macmillan Company, New York).Google Scholar
• Gilley JW, Gilley AM (2007) The Manager as Coach (Greenwood Publishing Group, Westport, CT).Crossref, Google Scholar
• Gittleman M, Pierce B (2013) An improved measure of inter-industry pay differentials. J. Econom. Social Measurement 38:229–242.Crossref, Google Scholar
• Goler L, Gale J, Grant A (2016) Let’s not kill performance evaluations yet. Harvard Bus. Rev. 94(11):90–94.Google Scholar
• Guay F, Vallerand RJ, Blanchard C (2000) On the assessment of situational intrinsic and extrinsic motivation: The situational motivation scale (SIMS). Motivation Emotions 24(3):175–213.Crossref, Google Scholar
• Guidry G, Spezia K, Salmon G (2018) Collaborative real-time analysis to reduce non-productive time. SPE Annual Tech. Conf. Exhibition (Dallas, Texas).Google Scholar
• Haas JR, Hayes SC (2006) When knowing you are doing well hinders performance: Exploring the interaction between rules and feedback. J. Organ. Behav. Management 26(1–2):91–111.Google Scholar
• Hamel G (2011) First, let’s fire all the managers. Harvard Bus. Rev. 89(12):48–59.Google Scholar
• Hannan RL, Krishnan R, Newman AH (2008) The effects of disseminating relative performance feedback in tournament and individual performance compensation plans. Accounting Rev. 83(4):893–913.Crossref, Google Scholar
• Hannan RL, McPhee GP, Newman AH, Tafkov ID (2013) The effect of relative performance information on performance and effort allocation in a multi-task environment. Accounting Rev. 88(2):553–575.Crossref, Google Scholar
• Harvey JF, Green P (2022) Constructive feedback: When leader agreeableness stifles team reflexivity. Personality Individual Differences 194:1–10.Crossref, Google Scholar
• Hebert BG, Vorauer JD (2003) Seeing through the screen: Is evaluative feedback communicated more effectively in face-to-face or computer-mediated exchanges? Comput. Human Behav. 19(1):25–38.Crossref, Google Scholar
• Hellervik LW, Hazucha JF, Schneider RJ (1992) Behavior change: Models, methods, and a review of evidence. Dunnette MD, Hough LM, eds. Handbook of Industrial Organanization Psychology, 2nd ed. (Consulting Psychologists Press, Palo Alto, CA), 821–895.Google Scholar
• Hennessey BA, Zbikowski SM (1993) Immunizing children against the negative effects of reward: A further examination of intrinsic motivation training techniques. Creative Res. J. 6(3):297–307.Crossref, Google Scholar
• Hennessey BA, Amabile TM, Martinage M (1989) Immunizing children against the negative effects of reward. Contemporary Ed. Psych. 14(3):212–227.Crossref, Google Scholar
• Hersel MC (2020) Fighting with the fourth estate: A theoretical framework of organization-media rivalry for narrative control following a transgression. Acad. Management Rev. 47(3):425–447.Google Scholar
• Holmstrom B, Milgrom P (1991) Multitask principal-agent analyses: Incentive contracts, asset ownership, and job design. J. Law Econom. Organ. 7:24–52.Crossref, Google Scholar
• Howells J (2006) Intermediation and the role of intermediaries in innovation. Res. Policy 35(5):715–728.Crossref, Google Scholar
• Hurt C (2007) Initial public offerings and the failed promise of disintermediation. Entrepreneurial Bus J. 2:703–742.Google Scholar
• Ilgen DR, Fisher CD, Taylor MS (1979) Consequences of individual feedback on behavior in organizations. J. Appl. Psych. 64(4):349–371.Crossref, Google Scholar
• Ilgen DR, Peterson RB, Martin BA, Boeschen DA (1981) Supervisor and subordinate reactions to performance appraisal sessions. Organ. Behav. Human Performance 28(3):311–330.Crossref, Google Scholar
• Ivancevich JM, McMahon JT (1982) The effects of goal setting, external feedback, and self-generated feedback on outcome variables: A field experiment. Acad. Management J. 25(2):359–372.Crossref, Google Scholar
• Jaccard J, Turrisi R (2003) Interaction Effects in Multiple Regression (SAGE, Thousand Oaks, CA).Crossref, Google Scholar
• Jackson E (2012) Ten biggest mistakes bosses make in performance reviews. Forbes (January 9), https://www.forbes.com/sites/ericjackson/2012/01/09/ten-reasons-performance-reviews-are-done-terribly/.Google Scholar
• Jallat F, Capek MJ (2001) Disintermediation in question: New economy, new networks, new middlemen. Bus. Horizons 44(2):55–60.Crossref, Google Scholar
• Johnson DA, Rocheleau JM, Tilka RE (2015) Considerations in feedback delivery: The role of accuracy and type of evaluation. J. Organ. Behav. Management 35(3–4):240–258.Google Scholar
• Jokisaari M, Nurmi JE (2009) Change in newcomers’ supervisor support and socialization outcomes after organizational entry. Acad. Management J. 52(3):527–544.Crossref, Google Scholar
• Karabenick SA, Knapp JR (1988) Effects of computer privacy on help-seeking. J. Appl. Soc. Psych. 18(6):461–472.Crossref, Google Scholar
• Kc DS, Terwiesch C (2009) Impact of workload on service time and patient safety: An econometric analysis of hospital operations. Management Sci. 55(9):1486–1498.Link, Google Scholar
• Kellogg KC, Valentine MA, Christin A (2020) Algorithms at work: The new contested terrain of control. Acad. Management Ann. 14(1):366–410.Crossref, Google Scholar
• Kennedy P (2003) A Guide to Econometrics (MIT Press, Cambridge, MA).Google Scholar
• Kippenbrock T, Lo WJ, Emory J, Buron B, Odell E, Reimers J (2018) Nurse practitioners’ time on nonbillable activities. J. Amer. Assoc. Nurse Practitioners 30(9):480–490.Crossref, Google Scholar
• Kluger AN, Adler S (1993) Person-versus computer-mediated feedback. Comput. Human. Behav. 9(1):1–16.Crossref, Google Scholar
• Kluger AN, DeNisi A (1996) The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psych. Bull. 119(2):254–284.Crossref, Google Scholar
• Kluger AN, Lewinsohn S, Aiello JR (1994) The influence of feedback on mood: Linear effects on pleasantness and curvilinear effects on arousal. Organ. Behav. Human Decision Processing 60(2):276–299.Crossref, Google Scholar
• Kraut AI, Pedigo PR, McKenna DD, Dunnette MD (1989) The role of the manager: What’s really important in different management jobs. Acad. Management Executive 3(4):286–293.Google Scholar
• Kruger J, Dunning D (1999) Unskilled and unaware of it: How difficulties in recognizing one’s own incompetence lead to inflated self-assessments. J. Personality Soc. Psych. 77(6):1121–1134.Crossref, Google Scholar
• Kuhnen CM, Tymula A (2012) Feedback, self-esteem, and performance in organizations. Management Sci. 58(1):94–113.Link, Google Scholar
• Kurtzberg TR, Belkin LY, Naquin CE (2006) The effect of e‐mail on attitudes towards performance feedback. Internat. J. Organ. Anal. 14(1):4–21.Crossref, Google Scholar
• Kuvaas B (2006) Performance appraisal satisfaction and employee outcomes: Mediating and moderating roles of work motivation. Internat. J. Human Resources Management 17(3):504–522.Crossref, Google Scholar
• Larkin I, Pierce L, Gino F (2012) The psychological costs of pay-for-performance: Implications for the strategic compensation of employees. Strategic Management J. 33(10):1194–1214.Crossref, Google Scholar
• Larson JR (1986) Supervisors’ performance feedback to subordinates: The impact of subordinate performance valence and outcome dependence. Organ. Behav. Human Decision Processing 37(3):391–408.Crossref, Google Scholar
• Larson JR (1989) The dynamic interplay between employees’ feedback-seeking strategies and supervisors’ delivery of performance feedback. Acad. Management Rev. 14(3):408–422.Crossref, Google Scholar
• Lee MK, Kusbit D, Metsky E, Dabbish L (2015) Working with machines: The impact of algorithmic and data-driven management on human workers. Proc. 33rd Annual ACM Conf. Human Factors Comput. Systems (ACM, New York), 1603–1612.Google Scholar
• Leicht K, Fennell ML (2001) Professional Work: A Sociological Approach (Blackwell Publishers, Oxford, UK).Google Scholar
• Leonardi PM, Neeley TB (2022) The Digital Mindset: What It Really Takes to Thrive in the Age of Data, Algorithms, and AI (Harvard Business Review Press, Boston, MA).Google Scholar
• Lepper MR, Henderlong J (2000) Turning “play” into “work” and “work” into “play”: 25 years of research on intrinsic versus extrinsic motivation. Intrinsic Extrinsic Motivation and Search Optimization Motivated Performance (Academic Press, San Diego), 257–307.Crossref, Google Scholar
• London M (2003) Job Feedback: Giving, Seeking, and Using Feedback for Performance Improvement (Psychology Press, London).Crossref, Google Scholar
• London M, Smither JW (1995) Can multi-source feedback change perceptions of goal accomplishment, self-evaluations, and performance-related outcomes? Theory-based applications and directions for research. Personality Psych. 48(4):803–839.Crossref, Google Scholar
• Lourenço SM (2016) Monetary incentives, feedback, and recognition—Complements or substitutes? Evidence from a field experiment in a retail services company. Accounting Rev. 91(1):279–297.Crossref, Google Scholar
• Lourenço SM, Greenberg JO, Littlefield M, Bates DW, Narayanan V (2018) The performance effect of feedback in a context of negative incentives: Evidence from a field experiment. Management Accounting Res. 40:1–14.Crossref, Google Scholar
• Madhavan P, Wiegmann DA (2007) Effects of information source, pedigree, and reliability on operator interaction with decision support systems. Human Factors 49(5):773–785.Crossref, Google Scholar
• Maister DH (1993) Managing the Professional Service Firm (Simon and Schuster, New York).Google Scholar
• Mayer JD, Faber MA, Xu X (2007) Seventy-five years of motivation measures (1930–2005): A descriptive analysis. Motivation Emotions 31(2):83–103.Crossref, Google Scholar
• Mayo E (1933) The Human Problems of an Industrial Civilization (Macmillan Company, New York).Google Scholar
• Mazmanian M, Beckman CM (2018) Making” your numbers: Engendering organizational control through a ritual of quantification. Organ. Sci. 29(3):357–379.Link, Google Scholar
• McCubbrey DJ, Taylor RG (2005) Disintermediation and reintermediation in the US air travel distribution industry: A Delphi reprise. Comm. Assoc. Inform. Systems 15(26):464–477.Google Scholar
• McFarland C, Miller DT (1994) The framing of relative performance feedback: Seeing the glass as half empty or half full. J. Personality Soc. Psych. 66(6):1061–1073.Crossref, Google Scholar
• Meyer BD (1995) Natural and quasi-experiments in economics. J. Bus. Econom. Statist. 13(2):151–161.Crossref, Google Scholar
• Mintzberg H (1975) The manager’s job: Folklore and fact. Harvard Bus. Rev. 53(4):49–61.Google Scholar
• Mintzberg H (2013) Simply Managing: What Managers Do—And Can Do Better (Berrett-Koehler Publishers, Oakland, CA).Google Scholar
• Mollick ER, Rothbard N (2013) Mandatory fun: Consent, gamification and the impact of games at work. Preprint, submitted June 10, http://dx.doi.org/10.2139/ssrn.2277103.Google Scholar
• Murphy P (2010) Web-based collaborative reading exercises for learners in remote locations: The effects of computer-mediated feedback and interaction via computer-mediated communication. ReCALL 22(2):112–134.Crossref, Google Scholar
• Nargesi MN (2021) Comparing AI and human feedback: The role of source in feedback perceptions. San Francisco State University. https://doi.org/10.46569/20.500.12680/hd76s531w.Google Scholar
• Neighbors C, Larimer ME, Lewis MA (2004) Targeting misperceptions of descriptive drinking norms: Efficacy of a computer-delivered personalized normative feedback intervention. J. Consulting Clinical Psych. 72(3):434–447.Crossref, Google Scholar
• Neri A, Cucchiarini C, Strik H (2008) The effectiveness of computer-based speech corrective feedback for improving segmental quality in L2 Dutch. ReCALL 20(2):225–243.Crossref, Google Scholar
• Northcraft GB, Ashford SJ (1990) The preservation of self in everyday life: The effects of performance expectations and feedback context on feedback inquiry. Organ. Behav. Human Decision Processing 47(1):42–64.Crossref, Google Scholar
• Northcraft GB, Earley PC (1989) Technology, credibility, and feedback use. Organ. Behav. Human Decision Processes 44(1):83–96.Crossref, Google Scholar
• Patil SV, Bernstein ES (2022) Uncovering the mitigating psychological response to monitoring technologies: Police body cameras not only constrain but also depolarize. Organ Sci. 33(2):541–570.Link, Google Scholar
• Peifer C, Schönfeld P, Wolters G, Aust F, Margraf J (2020) Well done! Effects of positive feedback on perceived self-efficacy, flow and performance in a mental arithmetic task. Frontiers Psych. 11(1008):1–11.Google Scholar
• Pierce L, Snow D, McAfee A (2015) Cleaning house: The impact of information technology monitoring on employee theft and productivity. Management Sci. 61(10):2299–2319.Link, Google Scholar
• Pinedo ML (2012) Scheduling: Theory, Algorithms, and Systems (Springer, New York).Crossref, Google Scholar
• Pitts FH (2022) Measuring and managing creative labour: Value struggles and billable hours in the creative industries. Organization 29(6):1081–1098.Crossref, Google Scholar
• Podsakoff PM, Farh JL (1989) Effects of feedback sign and credibility on goal setting and task performance. Organ. Behav. Human Decision Processing 44(1):45–67.Crossref, Google Scholar
• Prabhu V, Sutton C, Sauser W (2008) Creativity and certain personality traits: Understanding the mediating effect of intrinsic motivation. Creative Res. J. 20(1):53–66.Crossref, Google Scholar
• Prendergast C (1999) The provision of incentives in firms. J. Econom. Literature 37(1):7–63.Crossref, Google Scholar
• Pritchard RD, Bigby DG, Beiting M, Coverdale S, Morgan C (1981) Enhancing productivity through feedback and goal setting. (AFHRL-TR-81-7, AD-A102 032). Manpower and Personnel Division, Air Force Human Resources Laboratory, Brooks AFB, TX.Google Scholar
• Puranam P, Alexy O, Reitzig M (2014) What’s “new” about new forms of organizing? Acad. Management Rev. 39(2):162–180.Crossref, Google Scholar
• Ranganathan A, Benson A (2020) A numbers game: Quantification of work, auto-gamification, and worker productivity. Amer. Sociol. Rev. 85(4):573–609.Crossref, Google Scholar
• Reitzig M (2022) Get Better at Flatter (Palgrave Macmillan, Cham, Switzerland).Google Scholar
• Roberti R, Bartolini E, Mingozzi A (2014) The fixed charge transportation problem: An exact algorithm based on a new integer programming formulation. Management Sci. 61(6):1275–1291.Link, Google Scholar
• Roberts JA, Hann IH, Slaughter SA (2006) Understanding the motivations, participation, and performance of open source software developers: A longitudinal study of the Apache projects. Management Sci. 52(7):984–999.Link, Google Scholar
• Robinson GF, Switzer GE, Cohen ED, Primack BA, Kapoor WN, Seltzer DL, Rubio DM (2014) Shortening the work preference inventory for use with physician scientists: WPI-10. Clinical Translation Sci. 7(4):324–328.Crossref, Google Scholar
• Roethlisberger FJ, Dickson WJ (1939) Management and the Worker: An Account of a Research Program Conducted by the Western Electric Company (Harvard University Press, Cambridge, MA).Google Scholar
• Roth S, Cohen LJ (1986) Approach, avoidance, and coping with stress. Amer. Psych. 41(7):813–819.Crossref, Google Scholar
• Schlösser T, Dunning D, Johnson KL, Kruger J (2013) How unaware are the unskilled? Empirical tests of the “signal extraction” counterexplanation for the Dunning–Kruger effect in self-evaluation of performance. J. Econom. Psych. 39:85–100.Crossref, Google Scholar
• Schyns B, Schilling J (2013) How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. Leadership Quart. 24(1):138–158.Crossref, Google Scholar
• Scott K (2017) Radical Candor: How to Get What You Want by Saying What You Mean (St. Martin’s Press, New York).Google Scholar
• Seifert CF, Yukl G, McDonald RA (2003) Effects of multisource feedback and a feedback facilitator on the influence behavior of managers toward subordinates. J. Appl. Psych. 88(3):561–569.Crossref, Google Scholar
• Shanock LR, Eisenberger R (2006) When supervisors feel supported: Relationships with subordinates’ perceived supervisor support, perceived organizational support, and performance. J. Appl. Psych. 91(3):689–695.Crossref, Google Scholar
• Simon HA (1947) Administrative Behavior: A Study of Decision Making Processes in Administrative Organization (Macmillan, New York).Google Scholar
• Smith C (2002) The wholesale and retail markets of London, 1660–1840. Econom. History Rev. 55(1):31–50.Crossref, Google Scholar
• Snyder RA, Williams RR, Cashman JF (1984) Age, tenure, and work perceptions as predictors of reactions to performance feedback. J. Psych. 116:11–21.Crossref, Google Scholar
• Song H, Tucker AL, Murrell KL, Vinson DR (2018) Closing the productivity gap: Improving worker productivity through public relative performance feedback and validation of best practices. Management Sci. 64(6):2628–2649.Link, Google Scholar
• Spulber DF (1999) Market Microstructure: Intermediaries and the Theory of the Firm (Cambridge University Press, Cambridge, UK).Crossref, Google Scholar
• Staats BR (2018) Never Stop Learning: Stay Relevant, Reinvent Yourself, and Thrive (Harvard Business Press, Boston).Google Scholar
• Staats BR, Gino F (2012) Specialization and variety in repetitive tasks: Evidence from a Japanese bank. Management Sci. 58(6):1141–1159.Link, Google Scholar
• Staats BR, Dai H, Hofmann D, Milkman KL (2017) Motivating process compliance through individual electronic monitoring: An empirical examination of hand hygiene in healthcare. Management Sci. 63(5):1563–1585.Link, Google Scholar
• Stanton CT, Thomas C (2015) Landing the first job: The value of intermediaries in online hiring. Rev. Econom. Stud. 83(2):810–854.Crossref, Google Scholar
• Steelman LA, Wolfeld L (2018) The manager as coach: The role of feedback orientation. J. Bus. Psych. 33(1):41–53.Crossref, Google Scholar
• Stock JH, Watson MW (2003) Introduction to Econometrics (Pearson Education, New York).Google Scholar
• Stone DL, Deadrick DL, Lukaszewski KM, Johnson R (2015) The influence of technology on the future of human resource management. Human Resources Management Rev. 25(2):216–231.Crossref, Google Scholar
• Suls J, Martin R, Wheeler L (2002) Social comparison: Why, with whom, and with what effect? Current Directive Psych. Sci. 11(5):159–163.Crossref, Google Scholar
• Swift V, Peterson JB (2018) Improving the effectiveness of performance feedback by considering personality traits and task demands. PLOS One 13(5):1–18.Crossref, Google Scholar
• Tafkov ID (2013) Private and public relative performance information under different compensation contracts. Accounting Rev. 88(1):327–350.Crossref, Google Scholar
• Tapscott D, Tapscott A (2017) How blockchain will change organizations. MIT Sloan Management Rev. 58(2):10–13.Google Scholar
• Tapscott D, Ticoll D (2003) The Naked Corporation: How the Age of Transparency Will Revolutionize Business (Free Press, New York).Google Scholar
• Taylor FW (1914) The Principles of Scientific Management (Harper and Brothers, New York).Google Scholar
• Taylor MS, Fisher CD, Ilgen DR (1984) Individual’s reactions to performance feedback in organizations: A control theory perspective. Rowland KM, Ferris GR, eds. Research in Personnel and Human Resources Management, vol. 2 (JAI Press, Greenwich, CT), 81–124.Google Scholar
• Thornock TA (2016) How the timing of performance feedback impacts individual performance. Accounting Organ. Soc. 55:1–11.Crossref, Google Scholar
• Thuillard S, Adams M, Jelmini G, Schmutz S, Sonderegger A, Sauer J (2022) When humans and computers induce social stress through negative feedback: Effects on performance and subjective state. Comput. Human Behav. 133:107270.Crossref, Google Scholar
• Tremblay MA, Blanchard CM, Taylor S, Pelletier LG, Villeneuve M (2009) Work Extrinsic and Intrinsic Motivation Scale: Its value for organizational psychology research. Canadian J. Behav. Sci. Rev. 41(4):213–226.Crossref, Google Scholar
• Van Dijk D, Kluger AN (2011) Task type as a moderator of positive/negative feedback effects on motivation and performance: A regulatory focus perspective. J. Organ. Behav. 32(8):1084–1105.Crossref, Google Scholar
• Van der Kleij FM, Feskens RCW, Eggen TJHM (2015) Effects of feedback in a computer-based learning environment on students’ learning outcomes: A meta-analysis. Rev. Educational Res. 85(4):475–511.Crossref, Google Scholar
• Weitzel JA, Bernhardt JM, Usdan S, Mays D, Glanz K (2007) Using wireless handheld computers and tailored text messaging to reduce negative consequences of drinking alcohol. J. Stud. Alcohol Drugs 68(4):534–537.Crossref, Google Scholar
• Wood JV (1989) Theory and research concerning social comparisons of personal attributes. Psych. Bull. 106(2):231–248.Crossref, Google Scholar
• Yakura EK (2001) Billables: The valorization of time in consulting. Amer. Behav. Sci. 44(7):1076–1095.Google Scholar
• York PL, Prichard DM, Dodson JK, Dodson T, Rosenberg SM, Gala D, Utama B (2009) Eliminating non-productive time associated with drilling through trouble zones. Paper presented at the Offshore Technology Conference, Houston.Google Scholar
• Zhang Y, Li H (2010) Innovation search of new ventures in a technology cluster: The role of ties with service intermediaries. Strategic Management J. 31(1):88–109.Crossref, Google Scholar