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In social psychology, social loafing is the phenomenon of a person exerting less effort to achieve a goal when they work in a group than when working alone. [1] [2] It is seen as one of the main reasons groups are sometimes less productive than the combined performance of their members working as individuals.
Illusory superiority was found in a self-report study of health behaviors (Hoorens & Harris, 1998) that asked participants to estimate how often they and their peers carried out healthy and unhealthy behaviors. Participants reported that they carried out healthy behaviors more often than the average peer, and unhealthy behaviors less often.
Peer groups provide an influential social setting in which group norms are developed and enforced through socialization processes that promote in-group similarity. [41] Peer groups' cohesion is determined and maintained by such factors as group communication, group consensus, and group conformity concerning attitude and behavior. As members of ...
There are three processes of attitude change as defined by Harvard psychologist Herbert Kelman in a 1958 paper published in the Journal of Conflict Resolution. [1] The purpose of defining these processes was to help determine the effects of social influence: for example, to separate public conformity (behavior) from private acceptance (personal belief).
Peer review is the evaluation of work by one or more people with similar competencies as the producers of the work . [1] It functions as a form of self-regulation by qualified members of a profession within the relevant field. Peer review methods are used to maintain quality standards, improve performance, and provide credibility.
In October, Google CEO Sundar Pichai said the company had no plans to order employees back to the office, so long as employees remain productive during their at-home work days, BI previously reported.
360-degree feedback can include input from external sources who interact with the employee (such as customers and suppliers), subordinates, peers, and supervisors. It differs from traditional performance appraisal , which typically uses downward feedback delivered by supervisors employees, and upward feedback delivered to managers by subordinates.
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