Feedback-seeking culture moderates the relationship between positive feedback and task performance

Thomas Evans, Agata Dobrosielska

Research output: Contribution to journalArticle

1 Citation (Scopus)
12 Downloads (Pure)

Abstract

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.
Original languageEnglish
Pages (from-to)(In-press)
Number of pages8
JournalCurrent Psychology
Volume(In-press)
Early online date7 May 2019
DOIs
Publication statusE-pub ahead of print - 7 May 2019

Bibliographical note

The final publication is available at Springer via http://dx.doi.org/10.1007/s12144-019-00248-3

Copyright © and Moral Rights are retained by the author(s) and/ or other copyright owners. A copy can be downloaded for personal non-commercial research or study, without prior permission or charge. This item cannot be reproduced or quoted extensively from without first obtaining permission in writing from the copyright holder(s). The content must not be changed in any way or sold commercially in any format or medium without the formal permission of the copyright holders.

Keywords

  • Feedback
  • Feedback environment
  • Manager communication
  • Positive feedback
  • Task performance

ASJC Scopus subject areas

  • Psychology(all)

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