The Impact of Adding an External Rater on Interdepartmental Cooperative Behaviors of Workers

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Prior research has illustrated the benefits of cooperation across groups.This study sought to identify methods to induce cooperation across groups. Three laboratory studies showed modifying performance appraisals to include intergroup behavior, and including an external supervisor evaluation, led to greater frequencies of helping behavior and more positive attitudes towards cooperating under scarce resource conditions.

Evaluating the effectiveness of performance management: A 30-year integrative conceptual review.

“…Findings across four articles suggest that these elements can definitely be affected by the type of PM system, either positively or negatively. For example, in three laboratory experiments, Song, Sommer, and Hartman (1998) showed that modifying PA to include intergroup behavior explicitly (and an external supervisor as evaluator) led to more helping behavior and more positive attitudes toward cooperating; and Wang (2007) found that a new approach to evaluating teachers that relied on additional interaction, classroom observation, and feedback significantly increased the frequency of teacher collaboration and peer feedback. Conversely, some forms of PM can have negative effects on team cohesion and team effectiveness, including forced distribution systems (McBriarty, 1988) and those based on individual contributions and rewards and otherwise incongruent with a teamwork culture (Rowland, 2013).…”

How Do Institution-Based Trust and Interpersonal Trust Affect Interdepartmental Knowledge Sharing?

“…Coletti, Sedatole, & Towry (2005) argue that feedback mechanisms in control-induced co-operation can reinforce trust. Song, Sommer, & Hartman (1998) also note that external supervisors' feedback regarding interdepartmental co-operative behaviour may lead to positive attitudes toward cooperation between departments. In interdepartmental collaboration, when control-induced co-operative behaviours are observed by participants through an effective feedback mechanism, co-operators' beliefs about partner trustworthiness can be strengthened.…”