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Does Feedback Matter? The Impact of Incentive Type and Feedback on Creativity

Does Feedback Matter? The Impact of Incentive Type and Feedback on Creativity
Author: Alisa Gabrielle Brink
Publisher:
Total Pages: 48
Release: 2020
Genre:
ISBN:

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Accounting research on the effects of incentives on creativity finds that paying for quantity of output yields the same level of high-creativity output as paying for only creativity or for both creativity and quantity (Kachelmeier et al. 2008). This finding is surprising and counter to economic theory, which suggest multi-dimensional performance measurement systems should lead to superior performance. However, research thus far has not examined whether the results hold up in the context of feedback. Feedback has the potential to change the effect of performance dependent incentives on creativity because it informs individuals about the success (or failure) of their prior task completion strategies. We use an experiment to investigate how feedback and incentive type influence creativity in a two-round setting. Our study examines the effect of feedback on output when incentives are fixed or incentivize either creativity-only, quantity-only, or quantity and creativity. We find that, after feedback, incentives with a quantity component (e.g., quantity-only and quantity and creativity incentives) result in superior production of high-creativity output compared to fixed or creativity-only incentives.


You Must be Creative! The Effect of Performance Feedback on Intrinsic Motivation and Creativity

You Must be Creative! The Effect of Performance Feedback on Intrinsic Motivation and Creativity
Author: Justin Kane Benzer
Publisher:
Total Pages:
Release: 2010
Genre:
ISBN:

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Feedback sign (positive, negative, or no feedback sign) and feedback style (autonomous, controlling, or no feedback style) were manipulated in a 3x3 repeated measures design. Two hundred thirty-three undergraduate students from introductory psychology classes completed measures of perceived competence, perceived choice, and interest over four time periods. Interest was regressed on perceived competence, perceived choice, and a moderation analysis revealed that perceived choice moderated the effect of perceived competence on interest. Creative answers to open-ended problems were assessed after time 2 (before feedback), and after time 3 (after feedback). Feedback style (autonomous, controlled, and neutral) and Feedback sign (positive, negative, and neutral) manipulations were analyzed using a 3x3 ANOVA, revealing no effect of feedback. Post-hoc analyses using perceived difficulty of the first creative problem as a covariate revealed an interaction of feedback style and difficulty, limiting between subjects analyses. Creativity was also regressed on interest. Pre-feedback interest predicted creativity according to expectations, but post-feedback interest did not predict creativity. Creativity did predict post-performance interest, possibly implying that interest is not a valid proxy for intrinsic motivation in within-subjects designs. Future studies should test the proposition that feedback affects intrinsic motivation, which in turn affects creative performance, and creative performance affects interest.


Incentives and Performance

Incentives and Performance
Author: Isabell M. Welpe
Publisher: Springer
Total Pages: 493
Release: 2014-11-07
Genre: Business & Economics
ISBN: 3319097857

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​This book contributes to the current discussion in society, politics and higher education on innovation capacity and the financial and non-financial incentives for researchers. The expert contributions in the book deal with implementation of incentive systems at higher education institutions in order to foster innovation. On the other hand, the book also discusses the extent to which governance structures from economy can be transferred to universities and how scientific performance can be measured and evaluated. This book is essential for decision-makers in knowledge-intensive organizations and higher-educational institutions dealing with the topic of performance management.


The Progress Principle

The Progress Principle
Author: Teresa Amabile
Publisher: Harvard Business Press
Total Pages: 270
Release: 2011-07-19
Genre: Business & Economics
ISBN: 1422142736

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What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality. Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.


Cruelty Incentives in Creative Work

Cruelty Incentives in Creative Work
Author: Bianca Cannata
Publisher:
Total Pages: 0
Release: 2022
Genre:
ISBN:

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In any organizational setting, productivity is a crucial characteristic. When thinking of what constitutes productivity, components such as creativity and innovation may come to mind. While high levels of these elements are desired, the act of maintaining them may often be complicated by the natural uncertainties of a workplace environment. However, an in-depth understanding of balancing these pieces is crucial in expanding research on organizational psychology as a whole. The research presented in this thesis was conducted in order to understand what happens when an idea that is perceived as creative by someone is rejected. The reactionary response of the person whose idea was rejected and viewing how they attempted to redeem themselves and/or re-balance the equity of the situation was also of particular interest. The results show that receiving negative feedback can have adverse impacts on evaluations of idea novelty and usefulness. Overall, negative feedback is important to consider when administering feedback, although additional research must be conducted to determine the relationship between the emotions and cognitions considered within this phenomenon.


The Unexpected Benefits of Delayed Feedback in Creativity

The Unexpected Benefits of Delayed Feedback in Creativity
Author: Yerim Sim
Publisher:
Total Pages: 0
Release: 2024
Genre:
ISBN:

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While prompt feedback is commonly valued in organizations, delaying feedback may have hidden benefits for creativity. Drawing on the conformity effect theory, I hypothesize that delayed feedback during the idea generation process leads to higher creativity than early feedback. More specifically, I propose that delayed feedback protects the disfluency of creative thought, thereby prompting the generation of more creative ideas. Furthermore, based on feedback intervention theory, I theorize that the breadth of feedback moderates the effect of feedback timing on creativity, such that the effect of delayed feedback on creativity is positive only when the feedback is narrow (i.e., when it points to a particular solution pathway). Across three experimental studies, I found that participants in the delayed feedback condition generated more creative ideas compared to those in the early feedback condition (Studies 1-3). Study 2 showed that this effect was partially mediated by the disfluency experienced during the idea generation process, but not by other cognitive or psychological processes. In Study 3, participants who received delayed feedback exhibited higher creativity, but only when the feedback was narrow rather than broad. By demonstrating the creative benefits of delaying feedback, this research provides insights into the role of the timing of feedback in idea generation.