Open Universiteit

Please use this identifier to cite or link to this item: http://hdl.handle.net/1820/1817
Title: Internal feedback and team performance; an empirical (survey) study into the relationship of internal (co-worker) feedback with team performance, with conflict and trust as mediating factors, and a comparison between the feedback environment for internal- and external feedback
Authors: Visscher, HW
Keywords: feedback
team performance
Issue Date: 27-Aug-2008
Publisher: Open Universiteit Nederland
Abstract: This master thesis is a report of an empirical (survey) study into the relationship of internal (co-worker) feedback with team performance, with conflict and trust as mediating factors, and a comparison between the feedback environment for internal- and external feedback. The study population consisted of seven clinical trial teams that organize and perform clinical studies within a pharmaceutical company. Internal feedback is information regarding aspect(s) of one’s task performance delivered by co-workers. External feedback is such information, delivered by employees who do not work in the team, in this case quality assurance auditors. In this study feedback was quantified by using the Feedback Environment Scale (Steelman (2004, II)). A conceptual model was developed describing research predictions. The following hypotheses were formulated, based on a review of literature: (1) Feedback and team performance are positively correlated; (2) The relation between feedback and team performance is mediated by conflict; (3) The relation between feedback and team performance is mediated by trust; (4) Moderate levels of task conflict are positively related to team performance; and (5) The feedback environment experienced for external (auditor) feedback is the same or higher as the feedback environment experienced for internal (co-worker) feedback. In total 67 sets of questionnaires (61% response) were included in the analysis. The statisical analyses were performed with SPSS, version 14.0. Team size varried from 12 to 19 employees. The results showed a statistical significant correlation between internal feedback (co-worker feedback) and team performance (hypothesis 1 is therefore confirmed). A partial mediating effect was found for conflict on the relation between internal feedback and team performance (hypothesis 2 is partially confirmed). That means that a higher level of feedback leads to a lower level of conflict, which in turn leads to more perceived performance. For trust a different situation was seen: trust is not a mediator for the effect of internal feedback on team performance (hypothesis 3 is rejected). In addition it was found that task conflict is negatively correlated to performance (hypothesis 4 is rejected). External feedback, as delivered by quality assurance auditors is statistically significant and positively correlated to team performance. However, comparing this auditor feedback to co-worker feedback, it is clear that the mean scores are significantly lower and that the correlation to team performance is weaker for the external feedback (hypothesis 5 is therefore rejected). Some suggestions for future research are also presented.
URI: http://hdl.handle.net/1820/1817
Appears in Collections:MSc Management Science

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