Two field studies were undertaken to investigate the nature of the relationship between justice perceptions and feedback reactions. Previous work suggests that the relationship between procedural justice and feedback reactions is mediated by the quality of the relationship with the supervisor. However, there are also good theoretical reasons to hypothesise that the relationship between justice perceptions and feedback reactions is moderated by relationship quality. Across two field studies, we found support for both mediated and moderated relationships. Results of the moderator analyses showed that the positive relationship between justice perceptions and feedback reactions was more pronounced for subordinates in a low-quality relationship with their supervisor. The present results provide useful suggestions for enhancing feedback reactions in organisations.Providing feedback to employees (i.e., giving people information about the outcomes of their achievements with the purpose of stimulating development and learning) is believed to be essential for maintaining and increasing employee motivation and satisfaction (Jawahar, 2006). Although meta-analytic results have shown that feedback interventions do not always increase performance, they suggest that these interventions improve performance on average (Kluger & DeNisi, 1996). In organisations, the assumption also prevails that giving employees feedback is essential to improve individual and organisational performance. Traditionally, organisations rely on performance appraisal and performance reviews as vehicles for giving employees feedback, thereby improving their performance (Gregory & Levy, 2008).Although almost every large organisation uses some type of performance appraisal method, there seems to be quite some dissatisfaction about performance appraisal. Lawler (1994, p. 106) aptly summarised this discontent- 128 JUSTICE PERCEPTIONS AND FEEDBACK REACTIONS ment: "The problem -and it is well documented -is that most performance appraisal systems do not motivate individuals nor guide their development effectively". In recent years, there have been calls to conduct more research about the efforts organisations can undertake to turn performance appraisal into a more effective feedback intervention (e.g., Levy & Williams, 2004). In this regard, it seems especially important to improve our understanding of why and when employees are inclined to accept and use feedback given to them. Only when employees are prepared to use and accept the feedback they receive during performance appraisal, it can be expected that performance appraisal leads to employee development (Anseel, Lievens, & Levy, 2007).The present paper aims to gain a better insight into the factors that can enhance feedback reactions in performance appraisal. Recent research suggests that two principles are of key importance. On the one hand it seems important for employees to establish a good relationship with their supervisor (the provider of feedback). On the other hand it is crucial for employees to ...