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- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
- ISSN
- 0268-3946
- DOI
- 10.1108/02683940410520637
- Publisher site
- See Article on Publisher Site
Abstract
Previous research indicates that unfavorable feedback, even unfavorable feedback provided for developmental purposes only, is not perceived as useful, results in negative reactions and is not associated with a recipient's willingness to change his or her behavior. This study examined the extent to which contextual variables mitigate these unwanted effects of developmental unfavorable feedback. Results indicate that employees are more motivated to improve their job performance based on unfavorable feedback when the feedback source is perceived to be credible, the feedback is of high quality and the feedback is delivered in a considerate manner.
Journal
Journal of Managerial Psychology – Emerald Publishing
Published: Jan 1, 2004
Keywords: Feedback; Employees behaviour; Quality; Trust