Hostname: page-component-8448b6f56d-qsmjn Total loading time: 0 Render date: 2024-04-20T12:19:09.946Z Has data issue: false hasContentIssue false
  • English
  • Français

Supportive Feedback Environments Can Mend Broken Performance Management Systems

Published online by Cambridge University Press:  07 January 2015

Jason J. Dahling  and
Alison L. O’Malley
Jason J. Dahling*
Affiliation:
The College of New Jersey
Alison L. O’Malley
Affiliation:
Butler University
*
E-mail: dahling@tcnj.edu, Address: Department of Psychology, The College of New Jersey, 2000 Pennington Road, Ewing, NJ 08628
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 4 , Issue 2 , June 2011 , pp. 201 - 203
Copyright
Copyright © Society for Industrial and Organizational Psychology 2011 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Anseel, F., & Lievens, F. (2007). The long-term impact of the feedback environment on job satisfaction: A field study in a Belgian context. Applied Psychology: An International Review, 56, 254–266. Google Scholar
Dahling, J. J., Chau, S. L., & O’Malley, A. (in press). Correlates and consequences of feedback orientation in organizations. Journal of Management. doi: 10.1177/0149206310375467Google Scholar
Hanser, L. M., & Muchinsky, P. M. (1978). Work as an information environment. Organizational Behavior and Human Performance, 21, 47–60. Google Scholar
Herold, D. M., & Parsons, C. K. (1985). Assessing the feedback environment in work organizations: Development of the job feedback survey. Journal of Applied Psychology, 70, 290–305. Google Scholar
Linderbaum, B. G., & Levy, P. E. (2010). The development and validation of the Feedback Orientation Scale (FOS). Journal of Management, 36, 1372–1405. Google Scholar
London, M. (2003). Job feedback: Giving, seeking, and using feedback for performance improvement (2nd ed.). Mahwah, NJ: Erlbaum. Google Scholar
London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12, 81–100. Google Scholar
Norris-Watts, C., & Levy, P. E. (2004). The mediating role of affective commitment in the relation of the feedback environment to work outcomes. Journal of Vocational Behavior, 65, 351–365. Google Scholar
Peterson, D. B. (2009). Coaching and performance management: How can organizations get the greatest value? In Smither, J. W., & London, M. (Eds.), Performance management: Putting research into action (pp. 115–156). San Francisco: Jossey-Bass. Google Scholar
Pulakos, E. D., & O’Leary, R. S. (2011). Why is performance management broken? Industrial and Organizational Psychology: Perspectives on Science and Practice, 4, 146–164.Google Scholar
Rosen, C. C., Levy, P. E., & Hall, R. J. (2006). Placing perceptions of politics in the context of the feedback environment, employee attitudes, and job performance. Journal of Applied Psychology, 91, 211–220. Google Scholar
Sparr, J. L., & Sonnentag, S. (2008). Feedback environment and well-being at work: The mediating role of personal control and feelings of helplessness. European Journal of Work and Organizational Psychology, 17, 388–412. Google Scholar
Steelman, L. A., Levy, P. E., & Snell, A. F. (2004). The feedback environment scale: Construct definition, measurement, and validation. Educational and Psychological Measurement, 64, 165–184. Google Scholar
Whitaker, B. G., Dahling, J. J., & Levy, P. E. (2007). The development of a feedback environment and role clarity model of job performance. Journal of Management, 33, 570–591. Google Scholar
Williams, J. R., & Levy, P. E. (1992). The effects of perceived system knowledge on the agreement between self-ratings and supervisor ratings. Personnel Psychology, 45, 835–847. Google Scholar