Research exploring feedback in the form of workplace performance appraisals or in educational contexts, is common. However, there is a dearth of research to inform evidence-based practice in everyday positive feedback. In the current study, 289 employed adults reported on their managers’ positive feedback, the feedback-seeking culture, and rated their own task performance. Findings suggest that managerial positive feedback, but not feedback-seeking culture, meaningfully predicts task performance. Furthermore, the relationship between positive feedback and task performance is partially moderated by the feedback-seeking culture. The current study further contextualises our understanding of workplace positive feedback and draws recommendations for managerial practice surrounding congruency between culture and practice.
Bibliographical noteThe final publication is available at Springer via http://dx.doi.org/10.1007/s12144-019-00248-3
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- Feedback environment
- Manager communication
- Positive feedback
- Task performance
ASJC Scopus subject areas