Effects of System Control and Feedback Variability on Job Performance and Affective Reactions

• Published in: Human performance 1995-12, Vol.8 (4), p.297-325
• Main Authors: Tatum, B. Charles, Nebeker, Delbert M.
• Format: Article
• Language: English
• ISSN: 0895-9285; 1532-7043
• DOI: 10.1207/s15327043hup0804_3

The purpose of this research was to explore the effects of situational (system) control and feedback variability on work performance and affect. Forty-seven key-entry operators worked in a simulated work setting. The treatment conditions were arranged in a 3 x 2 factorial design with 3 levels of system control (speed-up, no change, and slow-down of a computer system) and 2 levels of feedback variability (low vs. high). System control was manipulated by changing software execution speed. The feedback vari- ability was manipulated by showing the workers computer-generated graphs of their performance that varied throughout the day. The results showed that the effects of system control and feedback variability on key entry performance depended on the achievement level (motivation) of the worker. The highly motivated workers (overachievers) improved their performance under inhibiting system control (slow computer speed) and high feedback variability. The low-motivation workers (underachievers) lowered their per- formance under inhibiting system controls and high feedback variability. As system control changed from inhibiting to facilitating, affective reactions (stress, frustration, and job dissatisfaction) diminished. Neither feedback variability nor motivation level was significantly related to these affective reactions. These findings are generally consistent with the literature on situational constraints (e.g., Peters & O'Connor, 1980) and total quality (e.g., Deming, 1986). with a few notable exceptions.