Cortlandt Cammann

Effects of the use of control systems

Abstract This research explored the moderating effects of subordinate participation in decision making and subordinate job difficulty on their responses to different uses of control systems by their superiors. In a sample of managers from a moderately large U.S. organization, both of these factors were found to moderate the ways subordinates responded to the perceptions that their superiors used control systems for goal setting, evaluation, problem solving, and contingent reward allocations. The results of the study indicated that the use of control systems for contingent reward allocation produced defensive subordinate responses under all conditions, but also produced the functional response of effort when subordinate participation was low and job difficulty high. The use for goal setting appeared to result in functional responses when subordinate participation was high, and in dysfunctional responses when participation was low. The use for evaluation and the use for problem solving both seemed to be aspects of a collaborative developmental use of the control systems. This use pattern appeared to have primarily functional effects, although the results were more functional when the subordinate jobs were not difficult, and when they participated in decision making. Based on the results several propositions are formulated for future testing.

Developing a Feedback System for Work Units: A Field Experiment in Structural Change

This study examines the effects of introducing an ongoing feedback system into 10 branches of a Midwestern bank. The feedback system was designed to facilitate collaborative control and problem solving in the branches and was hypothesized to raise the level of participation in the branches and increase their effectiveness. The effects of the new feedback system were evaluated by observing its use and by comparing questionnaire and archival information from the experimental branches with similar data collected from 10 branches where the feedback system was not implemented. The results of the study indicated that the new feedback system produced functional consequences in some of the work groups in the experimental branches, but not in others. It appeared that in some cases the consequences were due to an increase in participative control processes, while in others, they were due to an increase in directive management. It is concluded that the effects of different feedback system designs are probably contingent on contextual factors such as the problem-solving skills and orientations of organization members, the nature of the reward systems existing in the organization, and task and individual differences among work units.

The ongoing feedback system: Experimental with a new managerial tool

Abstract This experiment represents a first step in the development of ongoing feedback systems as useful managerial tools. Additional research and testing of systems is needed. The results of this first experiment, however, are encouraging and indicate that if used effectively, such systems have the potential of improving organizational performance while also having a positive effect on employee attitudes. A consistent theme in the experiment has been that feedback systems are managerial tools, and are thus constrained in their value by the knowledge, skill, and motivation of those who use them. Wherever that knowledge, skill, and motivation exist or have been developed, the system appears to produce durable and positive changes, in a number of different work units, at a reasonable cost, and without the constant intervention of consultants. Thus the ongoing feedback system appears to meet the basic criteria for an effective and useful managerial tool and holds promise as a means for building more effective organizations.