Does constructive performance feedback improve citizenship intentions and job satisfaction? The roles of perceived opportunities for advancement, respect, and mood

By Kristin L. Sommer, Mukta Kulkarni. 2012

120 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0fcea3d20e9464cd885a56218de9f189b5e00aef

Citations in the corpus

• Performance appraisals and job satisfaction (2017, unknown): “…appraisal feedback, or employees’ evaluations of the perceived quality, justice, and fairness of the performance appraisal regime (Greenberg, 1986; Nathan et al. 1991; Blau, 1999; Pettijohn et al., 2001; Jawahar, 2006; Kuvaas, 2006; Lau et al., 2008; Sommer & Kulkarni, 2012: Gupta & Kumar, 2013).”
• Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, unknown): “For employees, performance feedback allows them to reach a higher level of understanding of their job requirements and enhances their knowledge and abilities in e ff ectively carrying out tasks (Sommer and Kulkarni 2012).”
• Is coworker feedback more important than supervisor feedback for increasing innovative behavior? (2019, unknown): “The use of feedback as an HRM practice is likely to be most effective in organizations that lack adequate resources to offer their employees developmental assignments, extra training, or financial incentives (Sommer & Kulkarni, 2012).”