The effects of training in feedback on managers' attributional bias and perceived effectiveness of their work groups

Problematic situations involving managers and employees can be dysfunctional in the work setting. Resolution of these problems often requires giving feedback that is specific, empathic, and in a spirit of inquiry. This research tested the effects of a learning intervention designed to intercept attributional bias and untested inference through training in feedback. An experimental field study was conducted in a large municipal government to address manager-subordinate feedback. Pre and post test measures were used to answer three research questions: What are the effects of training in feedback on managers' (1) perceived effectiveness of their work groups, (2) attributional bias of their Least Effective Subordinate, and (3) use of feedback skills with employees.

Name thesis:degree_name

Doctor of Education

Level thesis:degree_level

doctoral

Discipline thesis:degree_discipline

Adult and Continuing Education

Department dc:contributor.department

Adult and Continuing Education

Grantor dc:publisher

Virginia Tech

Year dc:date.issued

1992

Author dc:creator

• Lawrence, Harriet Vee

Chair dc:contributor.committeechair

• Wiswell, Albert K.

Committee members dc:contributor.committeemember

• Belli, Gabriella
• French, John Lawerence
• Reece, Barry L.
• Stubblefield, Harold

Statement dc:rights

• In Copyright

Licence dc:rights.uri

• http://rightsstatements.org/vocab/InC/1.0/

Language dc:language.iso

en

Dc Identifier Other

etd-10032007-171530

OAI identifier oai:identifier

oai:vtechworks.lib.vt.edu:10919/39549