{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/69654"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/69654","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"The Effects of Different Amounts of Feedback on Individual and Group Decision-Making","abstract":"Recent theories of individual decision-making have emphasized the role of environmental feedback on decision performance and confidence. However, in relation to group decision-making, the notion of feedback has received only minor attention. This study compared individual and group decision performance and confidence on a multi-cue personnel decision task under three different amounts of decision outcome feedback. Individuals and five-person groups decided whether to promote 48 different job candidates, and rated how confident they were in each of their promotion decisions. Feeback as to the correctness of their decisions was provided: (a) after every decision (Total Feedback), (b) only after decisions to promote the candidate (Partial Feedback), and (c) after none of the decisions (No Feedback). Results indicated that amount of feedback affected decision performance and confidence differently for individuals and groups. Groups performed best under total feedback, while individuals performed best under partial feedback. In addition, greater amounts of feedback reduced confidence in individuals but had little effect on group member confidence. These results have implications both for current theory in decision-making and group processes in general.","abstract_html":"Recent theories of individual decision-making have emphasized the role of environmental feedback on decision performance and confidence. However, in relation to group decision-making, the notion of feedback has received only minor attention. This study compared individual and group decision performance and confidence on a multi-cue personnel decision task under three different amounts of decision outcome feedback. Individuals and five-person groups decided whether to promote 48 different job candidates, and rated how confident they were in each of their promotion decisions. Feeback as to the correctness of their decisions was provided: (a) after every decision (Total Feedback), (b) only after decisions to promote the candidate (Partial Feedback), and (c) after none of the decisions (No Feedback). Results indicated that amount of feedback affected decision performance and confidence differently for individuals and groups. Groups performed best under total feedback, while individuals performed best under partial feedback. In addition, greater amounts of feedback reduced confidence in individuals but had little effect on group member confidence. These results have implications both for current theory in decision-making and group processes in general.","abstract_has_math":false,"creators":["Tindale, Robert Scott"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Psychology","degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2014,"date_issued":"2014-12-15T19:46:01Z","date_published":"2014-12-15T19:46:01Z","updated_at":"2026-07-22T22:26:01Z","subjects":["Psychology, Social"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["(UMI)AAI8502319"],"render_values":[{"text":"(UMI)AAI8502319","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/69654","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Tindale, Robert Scott"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2014-12-15T19:46:01Z","10000-01-01","1984"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Psychology"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Psychology, Social"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/69654","(UMI)AAI8502319"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Recent theories of individual decision-making have emphasized the role of environmental feedback on decision performance and confidence. However, in relation to group decision-making, the notion of feedback has received only minor attention. This study compared individual and group decision performance and confidence on a multi-cue personnel decision task under three different amounts of decision outcome feedback. Individuals and five-person groups decided whether to promote 48 different job candidates, and rated how confident they were in each of their promotion decisions. Feeback as to the correctness of their decisions was provided: (a) after every decision (Total Feedback), (b) only after decisions to promote the candidate (Partial Feedback), and (c) after none of the decisions (No Feedback). Results indicated that amount of feedback affected decision performance and confidence differently for individuals and groups. Groups performed best under total feedback, while individuals performed best under partial feedback. In addition, greater amounts of feedback reduced confidence in individuals but had little effect on group member confidence. These results have implications both for current theory in decision-making and group processes in general.","Made available in DSpace on 2014-12-15T19:46:01Z (GMT). No. of bitstreams: 1 8502319.pdf: 3641590 bytes, checksum: 15d2ac9b131c4e36c36fb7c41b953832 (MD5) Previous issue date: 1984","Embargo set by: Seth Robbins for item 69820 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","U of I Only","150 p.","Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1984."]},{"key":"dc:title","label":"Title","values":["The Effects of Different Amounts of Feedback on Individual and Group Decision-Making"]}]}],"canonical_facts":{"dc:creator":["Tindale, Robert Scott"],"dc:date":["2014-12-15T19:46:01Z","10000-01-01","1984"],"dc:description":["Recent theories of individual decision-making have emphasized the role of environmental feedback on decision performance and confidence. However, in relation to group decision-making, the notion of feedback has received only minor attention. This study compared individual and group decision performance and confidence on a multi-cue personnel decision task under three different amounts of decision outcome feedback. Individuals and five-person groups decided whether to promote 48 different job candidates, and rated how confident they were in each of their promotion decisions. Feeback as to the correctness of their decisions was provided: (a) after every decision (Total Feedback), (b) only after decisions to promote the candidate (Partial Feedback), and (c) after none of the decisions (No Feedback). Results indicated that amount of feedback affected decision performance and confidence differently for individuals and groups. Groups performed best under total feedback, while individuals performed best under partial feedback. In addition, greater amounts of feedback reduced confidence in individuals but had little effect on group member confidence. These results have implications both for current theory in decision-making and group processes in general.","Made available in DSpace on 2014-12-15T19:46:01Z (GMT). No. of bitstreams: 1 8502319.pdf: 3641590 bytes, checksum: 15d2ac9b131c4e36c36fb7c41b953832 (MD5) Previous issue date: 1984","Embargo set by: Seth Robbins for item 69820 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","U of I Only","150 p.","Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1984."],"dc:identifier":["http://hdl.handle.net/2142/69654","(UMI)AAI8502319"],"dc:subject":["Psychology, Social"],"dc:title":["The Effects of Different Amounts of Feedback on Individual and Group Decision-Making"],"dc:type":["text"],"thesis:degree_discipline":["Psychology"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Ph.D."],"thesis:institution_name":["University of Illinois at Urbana-Champaign"]},"updated_at":"2026-07-22T22:26:01Z"}