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Priyanko Guchait - One of the best experts on this subject based on the ideXlab platform.
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Effectiveness of Error Management training in the hospitality industry: Impact on perceived fairness and service recovery performance
International Journal of Hospitality Management, 2019Co-Authors: Xingyu Wang, Heyao Yu, Priyanko GuchaitAbstract:Abstract Hospitality employees make Errors given the characteristics of the service product. The way employees handle Errors is largely determined by the training they receive. This research examined the impact of three training types on employees’ service recovery performance: Errorless training, Error avoidance training, and Error Management training. The mediating effect of perceived fairness between training types and service recovery performance was also examined. A scenario-based experimental research design in a restaurant setting was used in this study. The data was collected from 109 frontline hospitality employees in the United States (in Study 1) and from 155 foodservice professionals in China (in Study 2). Results indicated that Error Management training has a stronger impact on service recovery performance and perceived fairness compared to Errorless and Error avoidance training. The mediation effect of perceived fairness was also found. All hypotheses were supported and the findings were consistent in both studies.
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Impact of Error Management culture on organizational performance, Management-team performance and creativity in the hospitality industry
International Journal of Hospitality & Tourism Administration, 2018Co-Authors: Priyanko Guchait, Juan M. Madera, Xingyu WangAbstract:ABSTRACTThe purpose of this study is to examine how organizational Error Management culture impacts organizational performance, Management-team performance, and creativity in the hospitality indust...
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Can Error Management culture increase work engagement in hotels? The moderating role of gender
Service Business, 2018Co-Authors: Priyanko Guchait, Juan M. Madera, Xinyuan Zhao, Fevzi OkumusAbstract:This study examines (1) the influence of Error Management culture on employees’ work engagement; (2) how gender affects the proposed relationship; and (3) the mediating effect of work engagement between Error Management culture and organizational citizenship behaviors. Data were collected from frontline hotel employees in China (Study 1) and hotel managers in the United States (Study 2). The results support the overall moderated mediation model. Results indicated that organizational Error Management culture has a stronger effect on work engagement for the male group and that increased work engagement resulted in increased organizational citizenship behaviors.
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Is “do it right the first time” necessarily right? The importance of Error Management culture in the hospitality industry
International Journal of Contemporary Hospitality Management, 2018Co-Authors: Xingyu Wang, Priyanko Guchait, Juan M. Madera, Aysin PasamehmetogluAbstract:The purpose of this study is threefold: first, to investigate the extent to which organizational Error Management culture impacts manager trust and group efficacy; second, to examine whether manager trust and group efficacy mediate the impact of Error Management culture on employee creativity; and third, to test whether manager trust and group efficacy mediate the impact of Error Management culture on employees’ organizational commitment.,Using a survey methodology, 345 front-line hotel employees in Turkey provided survey data. Amos 22.0 was used for data analysis.,Three major findings emerge. First, Error Management culture was found to have a significant positive influence on manager trust and group efficacy. Second, manager trust and group efficacy mediated the relationship between Error Management culture and employee creativity. Third, manager trust and group efficacy were found to mediate the relationship between Error Management culture and employees’ organizational commitment.,First, to promote employee creativity and their commitment to the organization, hotels need to cultivate an Error Management culture. Second, Error Management culture should be applied in hotels to build employee trust in their manager and boost their collective belief about group competency.,This is the first study that identified employee creativity and organizational commitment as outcomes of organizational Error Management culture. This is also the first study that examined the mediating effects of manager trust and group efficacy which helps in understanding the underlying mechanisms linking Error Management culture and employee attitudes. The current study provides significant contributions to understanding Error Management.
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The impacts of hotels’ Error Management culture on customer engagement behaviors (CEBs)
International Journal of Contemporary Hospitality Management, 2017Co-Authors: Xiaoxiao Fu, Priyanko GuchaitAbstract:Drawing upon an Error Management perspective, this study aims to examine how in the wake of an information security breach, a hotel’s Error Management culture influences customer engagement behaviors and trust. The potential moderating effects of the perceived Error controllability are also assessed.,This study develops four experimental conditions concerning a privacy breach in Hotel A, where different levels of Error controllability and Error Management culture are manipulated for testing hypotheses. Data collection is administered with the help of Amazon Mechanical Turk.,The findings from 235 former hotel guests show significant influences of Error Management culture on customer engagement behaviors, which are mediated by consumer trust. No moderating effect of the perceived Error controllability is found.,This study stresses the significance of cultivating a high Error Management culture and communicating it to attract consumers. It also provides guidance to hoteliers for adopting effective Error analysis and Management approaches, improving customer engagement and, ultimately, enhancing the firm’s performance.,The results of this study expand the Error Management literature by studying the impacts of Error Management within the organization to its impacts on consumer-related outcomes. Further, this study contributes to the customer engagement literature by focusing on a series of customer engagement behaviors after a service failure scenario. Third, this study extends previous service failure and recovery literature to credence-related service encounters.
Michael Frese - One of the best experts on this subject based on the ideXlab platform.
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action Errors Error Management and learning in organizations
Annual Review of Psychology, 2015Co-Authors: Michael Frese, Nina KeithAbstract:Every organization is confronted with Errors. Most Errors are corrected easily, but some may lead to negative consequences. Organizations often focus on Error prevention as a single strategy for dealing with Errors. Our review suggests that Error prevention needs to be supplemented by Error Management—an approach directed at effectively dealing with Errors after they have occurred, with the goal of minimizing negative and maximizing positive Error consequences (examples of the latter are learning and innovations). After defining Errors and related concepts, we review research on Error-related processes affected by Error Management (Error detection, damage control). Empirical evidence on positive effects of Error Management in individuals and organizations is then discussed, along with emotional, motivational, cognitive, and behavioral pathways of these effects. Learning from Errors is central, but like other positive consequences, learning occurs under certain circumstances—one being the development of a ...
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Organizational Error Management culture and its impact on performance : a two-study replication
Journal of Applied Psychology, 2005Co-Authors: Cathy Van Dyck, Michael Frese, Markus Baer, Sabine SonnentagAbstract:The authors argue that a high-organizational Error Management culture, conceptualized to include norms and common practices in organizations (e.g., communicating about Errors, detecting, analyzing, and correcting Errors quickly), is pivotal to the reduction of negative and the promotion of positive Error consequences. Organizational Error Management culture was positively related to firm performance across 2 studies conducted in 2 different European countries. On the basis of quantitative and qualitative cross-sectional data from 65 Dutch organizations, Study 1 revealed that organizational Error Management culture was significantly correlated with both organizational goal achievement and an objective indicator of economic performance. This finding was confirmed in Study 2, using change-of-profitability data from 47 German organizations. The results suggest that organizations may want to introduce organizational Error Management as a way to boost firm performance.
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organizational Error Management culture and its impact on performance a two study replication
Journal of Applied Psychology, 2005Co-Authors: Cathy Van Dyck, Michael Frese, Markus Baer, Sabine SonnentagAbstract:The authors argue that a high-organizational Error Management culture, conceptualized to include norms and common practices in organizations (e.g., communicating about Errors, detecting, analyzing, and correcting Errors quickly), is pivotal to the reduction of negative and the promotion of positive Error consequences. Organizational Error Management culture was positively related to firm performance across 2 studies conducted in 2 different European countries. On the basis of quantitative and qualitative cross-sectional data from 65 Dutch organizations, Study 1 revealed that organizational Error Management culture was significantly correlated with both organizational goal achievement and an objective indicator of economic performance. This finding was confirmed in Study 2, using change-of-profitability data from 47 German organizations. The results suggest that organizations may want to introduce organizational Error Management as a way to boost firm performance. Copyright 2005 by the American Psychological Association.
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self regulation in Error Management training emotion control and metacognition as mediators of performance effects
Journal of Applied Psychology, 2005Co-Authors: Nina Keith, Michael FreseAbstract:In Error Management training, participants are explicitly encouraged to make Errors and learn from them. Error Management training has frequently been shown to lead to better performance than conventional trainings that adopt an Error avoidant approach. The present study investigated self-regulatory processes mediating this effect. Fifty-five volunteer students learned a computer program under 1 of 3 conditions: Error avoidant training, Error Management training, or Error Management training supplemented with a metacognitive module. As predicted, both forms of Error Management training led to better transfer performance than did Error avoidant training (d 0.75). Mediation hypotheses were fully supported: Emotion control and metacognitive activity (from verbal protocols) mediated performance differences. These findings highlight the potential of promoting self-regulatory processing during training.
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integrating Errors into the training process the function of Error Management instructions and the role of goal orientation
Personnel Psychology, 2003Co-Authors: Doerte Heimbeck, Michael Frese, Sabine Sonnentag, Nina KeithAbstract:Error Management training explicitly allows participants to make Errors. We examined the effects of Error Management instructions (“rules of thumb” designed to reduce the negative emotional effects of Errors), goal orientation (learning goal, prove goal, and avoidance goal orientations) and attribute x treatment interactions on performance. A randomized experiment with 87 participants consisting of 3 training procedures for learning to work with a computer program was conducted: (a) Error training with Error Management instructions, (b) Error training without Error Management instructions; and (c) a group that was prevented from making Errors. Results showed that short-and medium-term performance (near and far transfer) was superior for participants of the Error training that included Error Management instructions, compared with the two other training conditions. Thus, Error Management instructions were crucial for the high performance effects of Error training. Prove and avoidance goal orientation interacted with training conditions.
Douglas A. Wiegmann - One of the best experts on this subject based on the ideXlab platform.
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Analysis of Error Management Strategies during Cardiac Surgery: Theoretical and Practical Implications
Proceedings of the Human Factors and Ergonomics Society Annual Meeting, 2020Co-Authors: Douglas A. WiegmannAbstract:Preventing Errors that threaten patient safety is a priority within all healthcare specialties. One approach is to increase the resiliency of healthcare systems by improving Error Management processes and by making systems more Error tolerant. Research has shown that a key marker of surgical excellence is the ability of a surgical team to successfully manage Errors and unexpected events during surgery. Proactively improving Error Management during surgery is difficult however because little is known about the cognitive mechanisms involved in Error recovery or the situational factors that impact successful Error Management processes. This paper describes a systematic analysis of Errors and Error Management processes during cardiovascular surgery. Results are used to develop a theoretical framework that captures the complexity of cognitive and situational factors involved in Error Management. The utility of this model in identifying areas within healthcare systems that can be redesigned to improve patient s...
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use of Error Management theory to quantify and characterize residents Error recovery strategies
American Journal of Surgery, 2020Co-Authors: Carla M Pugh, Elaine R Cohen, Annelise Dangelo, Jacob A Greenberg, Caprice C Greenberg, Douglas A. WiegmannAbstract:Abstract Background Traditional checklist metrics for surgical performance can miss key intraoperative decisions that impact procedural outcomes. Error-based assessments may help identify important metrics for evaluating operative performance and resident readiness for independent practice. Methods This study utilized human factors Error analysis and Error Management theory to investigate a previously collected video database of resident performance during a simulated laparoscopic ventral hernia (LVH) repair on a table-top simulator using standard laparoscopic tools and mesh. Errors were deconstructed and coded using a structured observation tool and video analysis software. Error detection events and Error recovery events were categorized for each operative step of the ventral hernia repair. Results Residents made a total of 314 Errors (M = 15.7, SD = 4.96). There were more technical Errors (63%) than cognitive Errors (37%) and more commission Errors (69%) than omission Errors (30%). Almost half (47%) of all Errors went completely undetected by the residents for the entire LVH repair. Of the Errors that residents attempted to recover (n = 136), 86.0% were successfully recovered. Technical Errors were four times more likely to be successfully recovered than cognitive Errors (p = .020). Conclusions Our results revealed specific details regarding residents’ Error Management strategies and provides validity evidence for the use of human factors Error frameworks in surgical performance assessments. Practice in simulation-based learning environments may improve resident decision-making and Error Management opportunities by providing a structured experience where Errors are explicitly characterized and used for training and feedback. Error Management training may play a major role in equipping residents and junior faculty with the skills required for independent, high-quality operative performance.
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Exploring Senior Residents’ Intraoperative Error Management Strategies: A Potential Measure of Performance Improvement
Journal of Surgical Education, 2016Co-Authors: Anne-lise D. D'angelo, Douglas A. Wiegmann, Elaine R Cohen, Shannon M. Dimarco, Elyse Linsmeier, Carla M PughAbstract:Objective The study aim was to determine whether residents' Error Management strategies changed across 2 simulated laparoscopic ventral hernia (LVH) repair procedures after receiving feedback on their initial performance. We hypothesize that Error detection and recovery strategies would improve during the second procedure without hands-on practice. Design Retrospective review of participant procedural performances of simulated laparoscopic ventral herniorrhaphy. A total of 3 investigators reviewed procedure videos to identify surgical Errors. Errors were deconstructed. Error Management events were noted, including Error identification and recovery. Setting Residents performed the simulated LVH procedures during a course on advanced laparoscopy. Participants had 30 minutes to complete a LVH procedure. After verbal and simulator feedback, residents returned 24 hours later to perform a different, more difficult simulated LVH repair. Participants Senior ( N = 7; postgraduate year 4-5) residents in attendance at the course participated in this study. Results In the first LVH procedure, residents committed 121 Errors ( M = 17.14, standard deviation=4.38). Although the number of Errors increased to 146 ( M = 20.86, standard deviation=6.15) during the second procedure, residents progressed further in the second procedure. There was no significant difference in the number of Errors committed for both procedures, but Errors shifted to the late stage of the second procedure. Residents changed the Error types that they attempted to recover ( χ 2 5 =24.96, p Conclusion Residents' Error Management strategies changed between procedures following verbal feedback on their initial performance and feedback from the simulator. Errors and recovery attempts shifted to later steps during the second procedure. This may reflect residents' Error Management success in the earlier stages, which allowed further progression in the second simulation. Incorporating Error recognition and Management opportunities into surgical training could help track residents' learning curve and provide detailed, structured feedback on technical and decision-making skills.
Mary Dawson - One of the best experts on this subject based on the ideXlab platform.
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perceived supervisor and co worker support for Error Management impact on perceived psychological safety and service recovery performance
International Journal of Hospitality Management, 2014Co-Authors: Priyanko Guchait, Aysin Pasamehmetoglu, Mary DawsonAbstract:Abstract The study examined the influence of perceived supervisor and co-worker support for Error Management on employees’ engagement in service recovery performance. Furthermore, the current work examined the mediating role of perceived psychological safety. Data was collected from 22 restaurants in Turkey involving 236 employees. Hierarchical linear regression analysis was used to test the mediated-moderated model. Results indicate the (1) direct main effects of perceived supervisor and co-worker support for Error Management on employee engagement in service recovery performance, (2) positive interaction effect of perceived supervisor and co-worker support for Error Management on perceived psychological safety, and (3) mediating effect of perceived psychological safety between perceived support for Error Management and employee engagement in service recovery performance.
Liv Dyre - One of the best experts on this subject based on the ideXlab platform.
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imperfect practice makes perfect Error Management training improves transfer of learning
Medical Education, 2017Co-Authors: Liv Dyre, Ann Tabor, Charlotte Ringsted, Martin G TolsgaardAbstract:Context Traditionally, trainees are instructed to practise with as few Errors as possible during simulation-based training. However, transfer of learning may improve if trainees are encouraged to commit Errors. The aim of this study was to assess the effects of Error Management instructions compared with Error avoidance instructions during simulation-based ultrasound training. Methods Medical students (n = 60) with no prior ultrasound experience were randomised to Error Management training (EMT) (n = 32) or Error avoidance training (EAT) (n = 28). The EMT group was instructed to deliberately make Errors during training. The EAT group was instructed to follow the simulator instructions and to commit as few Errors as possible. Training consisted of 3 hours of simulation-based ultrasound training focusing on fetal weight estimation. Simulation-based tests were administered before and after training. Transfer tests were performed on real patients 7–10 days after the completion of training. Primary outcomes were transfer test performance scores and diagnostic accuracy. Secondary outcomes included performance scores and diagnostic accuracy during the simulation-based pre- and post-tests. Results A total of 56 participants completed the study. On the transfer test, EMT group participants attained higher performance scores (mean score: 67.7%, 95% confidence interval [CI]: 62.4–72.9%) than EAT group members (mean score: 51.7%, 95% CI: 45.8–57.6%) (p < 0.001; Cohen's d = 1.1, 95% CI: 0.5–1.7). There was a moderate improvement in diagnostic accuracy in the EMT group compared with the EAT group (16.7%, 95% CI: 10.2–23.3% weight deviation versus 26.6%, 95% CI: 16.5–36.7% weight deviation [p = 0.082; Cohen's d = 0.46, 95% CI: −0.06 to 1.0]). No significant interaction effects between group and performance improvements between the pre- and post-tests were found in either performance scores (p = 0.25) or diagnostic accuracy (p = 0.09). Conclusions The provision of Error Management instructions during simulation-based training improves the transfer of learning to the clinical setting compared with Error avoidance instructions. Rather than teaching to avoid Errors, the use of Errors for learning should be explored further in medical education theory and practice.