The Effects of Peer Feedback on Team Member Behavior

Peter G. Dominick, Richard R. Reilly, Jack W. Mcgourty

Research output: Contribution to journalArticlepeer-review

90 Scopus citations

Abstract

We examined the effects of peer feedback on subsequent behavior using a four-dimensional model of team behavior Participants (N=75) were randomly assigned to teams, and teams were randomly assigned to one of three experimental conditions: feedback, exposure, or control In the feedback condition, participants rated themselves and each other using a 24-item behavioral observation scale after completing the first of two decison-making tasks Before performing the second task, they received individualized feedback reports summarizing their self- and peer ratings Those assigned to the exposure condition completed the behavioral observation scale after the first task but did not receive feedback The second task was videotaped and rated by experts blind to experimental condition Results showed significantly higher ratings for participants in the feedback and exposure conditions The findings extend previous research on multisource feedback by isolating exposure to key behaviors as an important variable in behavioral improvement.

Original languageEnglish
Pages (from-to)508-520
Number of pages13
JournalGroup and Organization Management
Volume22
Issue number4
DOIs
StatePublished - 1997

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