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Group Processes & Intergroup Relations, Vol. 8, No. 4, 375-390 (2005)
DOI: 10.1177/1368430205056466
© 2005 SAGE Publications

Identifiability, Performance Feedback and the Köhler Effect

Norbert L. Kerr

Michigan State University, kerr{at}msu.edu

Lawrence A. Messé

Michigan State University

Ernest S. Park

North Dakota State University

Eric J. Sambolec

Michigan State University

Research, starting with Köhler (1926), has demonstrated a type of group motivation gain, wherein the less capable member of a dyad working conjunctively at a persistence task works harder than comparable individuals. To explore possible boundary conditions of this effect, the current experiment systematically varied the amount and timing of performance feedback group members received. Results showed: (a) continuous feedback of both members’ performance was not necessary for producing the effect; (b) the effect was attenuated, but not eliminated by delaying and restricting feedback, such that group members only learned which of them was the less capable worker (but not how long s/he persisted) sometime after the task trial was completed; and (c) the motivation gain was eliminated in the absence of any performance feedback (i.e. when neither worker could tell who quit first nor how long either had persisted). Some implications of these results for currently viable explanations of the Köhler effect are discussed. It is concluded that the effect is likely to result from several distinct processes.

Key Words: feedback • groups • motivation gain • performance

References

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