Closing the performance feedback gap with expert systems

Academy of Management Executive

Volumn 19, Issue 3, 2005, Pages 38-53

  Van Fleet, David D ^a   Peterson, Tim O ^b   Van Fleet, Ella W ^c  

^a SMA   (United States)

^b TEXAS A AND M UNIVERSITY   (United States)

^c NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 29144525410     PISSN: 10795545     EISSN: None     Source Type: Journal    
DOI: 10.5465/AME.2005.18733214     Document Type: Review

References (81)

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9. rd ed.; Boston: Houghton Mifflin, 399-400. The employee is rewarded through increasing forms of recognition, and as an employee earns more and more recognition, other employees in that person's group share in the rewards. The authors have not confirmed whether the program still exists today or is used in other Holiday Inns.
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18. Siegel, J.G., Koku, P., O'Callaghan, S., Qureshi, A.A., Shim, J.K., & Walker, J.P. 2003. The artificial intelligence handbook: business applications in accounting, banking, finance, management, marketing. Mason, Ohio: Thomson/South-Western;
19. Liao, S. 2003. Knowledge management technologies and applications- literature review from 1995 to 2002. Expert Systems with Applications, 25, 155-164.
20. In accounting see, for example, Chuleeporn, C., & Holsapple, C.W. 2004. The development of an expert system for managerial evaluation of internal controls. International Journal of Intelligent Systems in Accounting, Finance & Management, 23(2): 103-120;
21. Dungan, C.W., & Chandler, J.S. In production see, for example, Metaxiotis, K.S., Psarras, I.E., & Askounis, D.T. 2002. GENESYS: An expert system for production scheduling. Industrial Management & Data Systems, 102(6): 309-317;
22. Ozbayrak, M, & Bell, R. 2003. A knowledge-based decision support system for the management of parts and tools in FMS. Decision Support Systems, 35(4): 487-515.
23. In marketing see, for example, Matsatsinis, N.F., & Siskos, Y. 2002. Intelligent support systems for marketing decisions. Boston: Kluwer Academic Publishers;
24. Li, S., Davies, B, Edwards, J, Kinman, R. & Duan, Y. 2002. Integrating group Delphi, fuzzy logic, and expert systems for marketing strategy development: The hybridization and its effectiveness. Marketing Intelligence & Planning, 20(5): 273-284.
25. In finance see, for example, Wagner, W.P., Otto, J., & Chung, Q.B. 2002. Knowledge acquisition for expert systems in accounting and financial problem domains. Knowledge-Based Systems, 15(8): 439-447.
26. In planning see, for example, Subramoniam, S., & Krishnankutty, K.V. 2002. An expert system for the selection of strategic planning technique. Kybernetes: The International Journal of Systems & Cybernetics, 31(3-4): 550-560.
27. In the area of make or buy decisions see, for example, Humphreys, P., Melvor, R., & Huang, G. 2002. An expert system for the make or buy decision. Computers and Industrial Engineering, 42(2): 567-585.
28. Hall, B. 2004. Are you ready for the future? Training, 41(1): 14.
29. In human resources see, for example, HR expert systems benefits Trisoft Technologies, 2003, http://www.bnet.com/abstract.aspx?docid=49438&promo= 50002;
30. Human Resources HRXpert. http://www.uottawa.ca/services/hr/perf/ hrxpert_e.html;
31. AnswerSource™, 2003, http://www.firstdoor.com/marketing/ index.asp;
32. Platform One Selects Firstdoor to Provide Scalable HR Expert System, 2003; http://www.firstdoor.com/marketing/index.asp?Page= aboutus_pressreleasesSCI.
33. Robinson, R.K., Fink, R.L., & Lane, P.L. 1994; Developing an expert system as sexual harassment investigative tool. Human Resource Planning, 17(3): 75-86;
34. Essential HR Solutions, 2004, http://www.knowledgepoint.com/;
35. Reynolds & Associates Training, 2004, http://www.rnatraining.com/ 20syst.htm.
36. Broderick, R., & Boudreau, J.W. 1992. Human resource management, information technology, and the competitive edge. Academy of Management Executive, 6(2): 7-17;
37. For example, Fletcher, C. 2001. Performance appraisal and management: The developing research agenda. Journal of Occupational and Organizational Psychology, 74(4): 473-487;
38. Edwards, J.S., Duan, Y., & Robins, P.C. 2000. An analysis of expert systems for business decision making at different levels and in different roles. European Journal of Information Systems, 9(1): 36-46.
39. Bandura, A. 1977. Social learning theory. New Jersey: Prentice Hall.
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42. Moss, S.E., & Sanchez, J.I. 2004. Are your employees avoiding you? Managerial strategies for closing the feedback gap. Academy of Management Executive, 18(1): 32-44.
43. th ed.; Sterling, VA: Kogan Page.
44. th ed. Sterling, VA: Kogan Page.
45. rd ed.. NY:AMACOM.
46. Tata, J. 2002. The influence of managerial accounts on employees' reactions to negative feedback. Group & Organization Management, 27(4): 480-503;
47. Fink, L.S., & Longenecker, C.O. 1997. Why managerial performance appraisals are ineffective: Causes and lessons. Career Development International, 2(5): 212-218.
48. Subedi, B.S. 2004. Emerging trends of research on transfer of learning. International Education Journal, 5(4): 591-599.
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50. Weberg, B. 2002. Things we know. State Legislatures, May, 18-21.
51. Moss, S.E., & Sanchez, J.I. 2004. Are your employees avoiding you? Managerial strategies for closing the feedback gap. Academy of Management Executive, 18(1): 32-44.
52. Fedor, D.B., Davis, W.D., Maslyn, J.M., & Mathieson, K. 2001. Performance improvement efforts in response to negative feedback: The roles of source power and recipient self-esteem. Journal of Management, 27(1): 79-97;
53. Tata, J. 2002. The influence of managerial accounts on employees' reactions to negative feedback. Group & Organization Management, 27(4): 480-503.
54. The seminal piece on this is Waung, M., & Highhouse, S. 1997. Fear of conflict and empathic buffering: Two explanations for the inflation of performance feedback. Organizational Behavior and Human Decision Processes, 71(1): 37-54.
55. See also, Morin, D., & Renaud, S. 2001. The effects of performance appraisal purpose on rater motivation to be lenient: A study in an organizational setting. International Journal of Management, 18(1): 120-133.
56. For example, Senko, C., & Harackiewicz, J.M. 2002. Performance goals: The moderating roles of context and achievement orientation. Journal of Experimental Social Psychology, 38(6): 603-610;
57. Fedor, D.B., Davis, W.D., Maslyn, J.M., & Mathieson, K. 2001. Performance improvement efforts in response to negative feedback: The roles of source power and recipient self-esteem. Journal of Management, 27(1): 79-97.
58. Kiger, P.J. 2001. Frequent employee feedback is worth the cost and time-Synygy Inc. http://www.findarticles.com/p/articles/mi_m0FXS/is_3_80/ ai_71836870.
59. Fletcher, C., & Baldry, C. 2000. A study of individual differences and self-awareness in the context of multi-source feedback. Journal of Occupational and Organizational Psychology, 73(3): 303-319. Nevertheless 360 degree feedback continues to be popular. Links to over 50 companies that provide software for 360 degree feedback can be found at: http://www.hrsoftware.net/ pages/215.htm.
60. Langdridge, D., & Butt, T. 2004. The fundamental attribution error: A phenomenological critique. British Journal of Social Psychology, 43(3): 357-369.
61. Rees, W.D., & Porter, C. 2004. Appraisal pitfalls and the training implications-Part 2. Industrial and Commercial Training, 36(1): 29-34.
62. Longenecker, C.O. 1997. Why managerial performance appraisals are ineffective: Causes and lessons. Career Development International 2(5): 212-218.
63. Hawkins, B. 2004. Developing and promoting the right people: What is happening in your organization. Development and Learning in Organizations: An International Journal, 18(4): 13-15.
64. The ES was Performance Mentor®. According to its developers, this ES uses material from over 100 sources to develop over 350 rules upon which advice is based. Information about it comes from Rufflo, M.F. 1987, August 28. [Interview with Mr. Michael F. Rufflo, cofounder of Human Edge Software Corporation and AI Mentor Incorporated];
65. Anonymous. 1986. Your PC as personnel counselor, PC BusinessSoftwareview, September: 1-2.
66. For a more complete description of the ES, see Anonymous. 1990. I'm sorry; my machine doesn't like your work. The New York Times, February 4, F27;
67. Peterson, T.O. & Van Fleet, D.D. 1990. Casting managerial skills into a knowledge based system. In M. Masuch (Ed.), Organization, management, and expert systems. New York, NY: Walter de Gruyter, 81-103.
68. For a more complete description of the first test, see Peterson, T.O. & Van Fleet, D.D. 1990. Casting managerial skills into a knowledge based system. In M. Masuch (Ed.), Organization, management, and expert systems. New York, NY: Walter de Gruyter, 81-103.;
69. th Annual Meeting, 2-6 February, 1997, Las Vegas, Nevada.
70. Geddes, D., & Konrad, A.M. 2003. Demographic differences and reactions to performance feedback. Human Relations, 56(2): 1485-153.
71. For a more complete description of the second test, see the previously published report: Peterson, T.O., Van Fleet, D.D., Smith, P.C., & Beard, J.W. 2003. Gender differences in performance feedback utilizing an expert system: A replication and extension. In A. Abraham, K. Franke, & M. Koppen (Eds.), International Intelligent Systems Design and Application Proceedings, Tulsa, Oklahoma, 363-370.
72. As reported more fully in Peterson and Van Fleet, op. cit., the results were: male managers using the ES identified 63 percent of the appropriate behaviors versus 39 percent for those not using the system (significant at the p<0.001 level). Female managers using the ES also were able to identify 63 percent of the appropriate intentions although those not using the system identified 58 percent (non-significant). The smaller sample of females coupled with their lower levels of experience and the fact that the material had less relevance to them could account for most observed differences in the results of the two tests. The results were 6 percent misidentified for male managers using the ES versus 17 percent for those not using the system (significant at the p<0.001 level). Female managers matched the males when using the ES (6 percent) but those not using the system misidentified only 8 percent of the behaviors (non-significant).
73. Porter, op. cit.;
74. Moss, S.E., & Sanchez, J.I. 2004. Are your employees avoiding you? Managerial strategies for closing the feedback gap. Academy of Management Executive, 18(1): 32-44;
75. Longenecker, C.O. 1997. Why managerial performance appraisals are ineffective: Causes and lessons. Career Development International, 2(5): 212-218.
76. Smith, A.D., & Rupp, W.T. 2004. Knowledge workers' perceptions of performance ratings. The Journal of Workplace Learning, 16(3): 146-166;
77. Rees, W.D., & Porter, C. 2004. Appraisal pitfalls and the training implications. Industrial and Commercial Training, 36(1): 29-34.;
78. Moss, S.E., & Sanchez, J.I. 2004. Are your employees avoiding you? Managerial strategies for closing the feedback gap. Academy of Management Executive, 18(1): 32-44.
79. Hung, S.-Y. 2003. Expert versus novice use of the executive support systems: An empirical study. Information and Management, 40(3): 177-189.
80. Coggan, Donald A. 2005. Knowledge Base Sets Expert Systems Apart, http://www.coggan.com/expertsystems.html
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