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A Field Study of the Relationship Between the Organizational Feedback Environment and Performance

DOI:10.1111/j.1744-6570.1989.tb00662.x
Authors:
Thomas E. Becker at University of South Florida Sarasota Manatee
Thomas E. Becker
Richard J Klimoski at George Mason University
Richard J Klimoski
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Abstract

This field study used the Job Feedback Survey (Herold & Parsons, 1985) and performance data gathered from multiple sources to examine the relationship between the perceived organizational feedback environment and performance. Regression analyses indicated that, while holding the other feedback variables constant, feedback from supervisory and organizational sources was related to reported job performance while feedback from peers and self was not. Most of the unique variance in performance explained by feedback was also accounted for by feedback from organizational and supervisory sources. Negative expressions from organizational/supervisory sources (e.g., the supervisor expressing anger, the company communicating dissatisfaction with poor performance) were related to lower performance, and positive job changes initiated by these sources (e.g., increasing responsibility, assignment to special jobs) were related to higher performance. Higher performers did not receive more feedback than lower performers but did receive more total positive feedback. Supplemental issues, possible explanations, and implications of the findings are discussed.
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A Field Study Of The Relationship Between The Organizationa
Becker, Thomas E.; Klimoski, Richard J.
Personnel Psychology; Summer 1989; 42, 2; ABI/INFORM Global
pg. 343
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... The majority of research have concentrated on feedback from within the organization. These consist of feedback from superiors (Becker & Klimoski, 1989;Sujan et al., 1994), colleagues (Ilgen et al., 1979;Kohli & Jaworski, 1994) and from oneself (Becker & Klimoski, 1989;Ilgen et al., 1979). Given the increased prominence that customers enjoy across firms, this is unexpected. ...
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