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.
|Number of pages||8|
|Early online date||7 May 2019|
|Publication status||Published - Jul 2021|
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