Exploring the Dimensionality of Managers' Performance Feedback to Subordinates.

Larson, James R.; Glynn, Mary Ann; Fleenor, C. Patrick; Scontrino, M. Peter

doi:10.5465/ambpp.1985.4979179

Cited by 3 publications

(5 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Results also support a gestalt construct of feedback characteristics comprised of the specificity, frequency, and sign of feedback. This finding confirms Larson and colleagues' (Larson, 1984; Larson et al, 1986) contention that many feedback characteristics are highly related and that it makes more sense to examine the overall quality of managers' performance feedback as opposed to separately focusing on individual feedback characteristics.…”

Section: Discussionsupporting

confidence: 85%

“…In contrast to these studies however, Larson and his colleagues challenged the independence of various feedback characteristics (Larson, 1984;Larson, Glynn, Fleenor, & Scontrino, 1986). Larson et al (1986) noted that past studies demonstrated moderately high correlations among various feedback characteristics. They thus used confirmatory factor analysis to examine the factor structure associated with the feedback characteristics of timeliness, specificity, and frequency.…”

Section: Exogenous Influences On the Perceived Accuracy Of Feedbackmentioning

confidence: 97%

“…Larson et al (1986) noted that past studies demonstrated moderately high correlations among various feedback characteristics. They thus used confirmatory factor analysis to examine the factor structure associated with the feedback characteristics of timeliness, specificity, and frequency.…”

Section: Model Overview and Hypothesized Relationshipsmentioning

confidence: 98%

“…For example, perceived accuracy of feedback was positively associated with the favorability of feedback (Brett & Atwater, 2001;Stone & Stone, 1985), and the frequency of feedback was positively related to the perceived accuracy of feedback obtained in performance appraisal reviews (Fulk, Brief, & Barr, 1985;Landy, Barnes, & Murphy, 1978). In contrast to these studies however, Larson and his colleagues challenged the independence of various feedback characteristics (Larson, 1984;Larson, Glynn, Fleenor, & Scontrino, 1986). Larson et al (1986) noted that past studies demonstrated moderately high correlations among various feedback characteristics.…”

Section: Exogenous Influences On the Perceived Accuracy Of Feedbackmentioning

confidence: 99%

See 3 more Smart Citations

A Covariance Structure Analysis of Employees' Response to Performance Feedback.

Kinicki¹,

Prussia²,

Wu³

et al. 2004

Journal of Applied Psychology

162

168

View full text Add to dashboard Cite

This longitudinal study used D. R. Ilgen, C. D. Fisher, and M. S. Taylor's (1979) feedback process model as a theoretical framework to determine whether a sequential chain of cognitive variables mediates an individual's response to performance feedback. One hundred two employees were surveyed 2 weeks after their performance appraisal, and performance was assessed 11 months later at the end of the review cycle. Covariance structure analysis supported the convergent and discriminant validity of the constructs underlying the model and the constellation of structural relationships. A set of cognitive variables was found to completely mediate the relationship between an individual's receipt and response to feedback. Implications for the feedback process and future research are discussed.

show abstract

Section: Discussionsupporting

confidence: 85%

Section: Exogenous Influences On the Perceived Accuracy Of Feedbackmentioning

confidence: 97%

Section: Model Overview and Hypothesized Relationshipsmentioning

confidence: 98%

Section: Exogenous Influences On the Perceived Accuracy Of Feedbackmentioning

confidence: 99%

See 2 more Smart Citations

A Covariance Structure Analysis of Employees' Response to Performance Feedback.

Kinicki¹,

Prussia²,

Wu³

et al. 2004

Journal of Applied Psychology

162

168

View full text Add to dashboard Cite

show abstract

“…Much feedback theory is expressed in the form of strategic principles regarding message features, such as the degree to which messages are specific, timely, constructive, or considerate (Baron, 1988;Ilgen, Fisher, & Taylor, 1979;Maniero & Tromley, 1993). However, such features have been found to strongly covary (Larson, Glynn, Fleenor, & Scontrino, 1986), raising questions regarding their distinctiveness.…”

Section: Feedback Strategymentioning

confidence: 99%

The Role Of Gender In The Construction And Evaluation Of Feedback Effectiveness

Lizzio¹,

Wilson²,

Gilchrist

et al. 2003

Management Communication Quarterly

View full text Add to dashboard Cite

This study investigated factors that influence managers’ conceptions and subordinates’ perceptions of effective feedback. A social rules perspective was used to operationalize male and female managers’ conceptions of effective negative feedback. In the first study, 68 male and female managers identified their optimal strategies for providing feedback to subordinates. Male and female managers endorsed different goals and tactics for giving negative feedback, particularly in terms of levels of participation and directness. In the second study, 116 male and female subordinates evaluated the comparative effectiveness and difficulty of these and other standard approaches to feedback. The female manager strategy was evaluated by both men and women as generally more task and relationship effective but not more difficult to enact.

show abstract

Exploring the Dimensionality of Managers' Performance Feedback to Subordinates.

Cited by 3 publications

References 0 publications

A Covariance Structure Analysis of Employees' Response to Performance Feedback.

A Covariance Structure Analysis of Employees' Response to Performance Feedback.

The Role Of Gender In The Construction And Evaluation Of Feedback Effectiveness

On conceptual, theoretical and empirical treatments of feedback in human communication: Fifteen years later

Contact Info

Product

Resources

About