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Why do some behavioural change campaigns succeed while others fail? What mechanisms are employed in campaign channels/strategies that succeed? Feedback, for example, helps in tracking the progress of ongoing campaigns for informed adjustments in strategies for better communication impact. This study explores the mechanisms for feedback in the Planned Parenthood Association of Ghana's (PPAG) HIV/AIDS campaigns in Ghana's Prisons. Using semi-structured interviews, the study presents an assessment of the status of these mechanisms in PPAG's campaigns in Ghana's prisons with specific recommendations for improvement.

PurposeThe purpose of this paper is to explore the antecedents and consequences of the implementation of different customer feedback mechanisms with regard to their contribution to organisational learning that leads to service improvement.Design/methodology/approachA critical case organisation is chosen to explore the link between the implementation of customer feedback mechanisms and organisational learning from a middle management and employee perspective. Method triangulation is adopted, gathering qualitative and quantitative data.FindingsOrganisational learning in relation to service improvement is influenced by the interplay between the way data are gathered through customer feedback mechanisms and implemented at a branch or business unit level. The implementation depends on attitudes of middle management towards such mechanisms.Research limitations/implicationsFuture studies might investigate whether the findings can be replicated in other operational settings and triangulate the data with customer perceptions of service improvement.Practical implicationsCustomer feedback mechanisms at an organisational and business unit level need better integration. To gather customer feedback that enables more meaningful decision‐making to improve services, middle management needs to have a stronger involvement in the design and implementation of customer feedback mechanisms. Central efforts have to be placed on the support of middle management in the interpretation and use of data that is gathered through organisation‐wide feedback initiatives.Originality/valueThis paper contributes to extant knowledge by integrating the fields of service performance management practices, in this case the implementation of customer feedback mechanisms, and organisational learning.

ABSTRACTOnline markets, like eBay, Amazon, and others rely on electronic reputation or feedback systems to curtail adverse selection and moral hazard risks and promote trust among participants in the marketplace. These systems are based on the idea that providing information about a trader's past behavior (performance on previous market transactions) allows market participants to form judgments regarding the trustworthiness of potential interlocutors in the marketplace. It is often assumed, however, that traders correctly process the data presented by these systems when updating their initial beliefs. In this article, we demonstrate that this assumption does not hold. Using a controlled laboratory experiment simulating an online auction site with 127 participants acting as buyers, we find that participants interpret seller feedback information in a biased (non‐Bayesian) fashion, overemphasizing the compositional strength (i.e., the proportion of positive ratings) of the reputational information and underemphasizing the weight (predictive validity) of the evidence as represented by the total number of transactions rated. Significantly, we also find that the degree to which buyers misweigh seller feedback information is moderated by the presentation format of the feedback system as well as attitudinal and psychological attributes of the buyer. Specifically, we find that buyers process feedback data presented in an Amazon‐like format—a format that more prominently emphasizes the strength dimension of feedback information—in a more biased (less‐Bayesian) manner than identical ratings data presented using an eBay‐like format. We further find that participants with greater institution‐based trust (i.e., structural assurance) and prior online shopping experience interpreted feedback data in a more biased (less‐Bayesian) manner. The implications of these findings for both research and practice are discussed.

In today's changing and volatile circumstances, business organizations are continually thinking and rethinking about best possible alternatives to improve performance, and satisfy the demands of all stakeholders. For an organization to develop human capital working within, it will have to adapt this technique, and for is to be successful, they would first of all need to know the basic philosophy of this technique. This is where 360-degree feedback mechanism is playing a vital role in organizations through its ability to provide a structured, in depth information about current performance and what will be required for an individual in the future to be competent enough and relevant strategic developmental plans to be formulated. Organisations have adopted 360 degree feedback mechanism which will increase individual self-awareness, survival and sustainability of the corporates in the twenty first century.