The effects of individualized interactive feedback session on employee involvement, group productivity, and proposal quality
An assessment was made of the relationship between interactive feedback and group problem solving effectiveness in an applied industrial setting. Eighty-five production-level employees from Ex-Cell-O (now Airfoil Textron) Aerospace Division, Orlando Plant, participated in Employee Participation Groups and structured one-on-one feedback sessions. It was hypothesized that groups who received specific feedback about their performance would have higher scores on the Group Review Questionnaire, lower scores on the Coordinator Involvement Scale, and have higher quantity and quality group proposals than groups who did not receive this feedback. No significant relationship was found between the Group Review Questionnaire score, or Coordinator Involvement score and performance. Also, no significant difference was found in group productivity between feedback and no-feedback. The primary explanations of lack of significance for this study are possible rater bias and small sample size. A discussion of these results and their implications for future implementations of Employee Involvement groups is included.
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Master of Science (M.S.)
College of Arts and Sciences
Length of Campus-only Access
Masters Thesis (Open Access)
Arts and Sciences -- Dissertations, Academic; Dissertations, Academic -- Arts and Sciences
Olney, Thomas P., "The effects of individualized interactive feedback session on employee involvement, group productivity, and proposal quality" (1990). Retrospective Theses and Dissertations. 4055.