The Feedback Environment Scale: Construct Definition, Measurement, and Validation

By Lisa A. Steelman, P. Levy, Andrea F. Snell. 2004

506 citations recorded by the source corpus.

Subfields: Developmental and Educational Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/26f2b4da611e898a038fd000d3dcabc03b731e45

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In Developmental and Educational Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Employees' Perception of Performance Appraisal System: A Case Study (2012, methodology): “In the view of Steelman et al. (2004), using feedback as a diagnostic tool to identify strengths and weaknesses of supervisors as coaches has great potential for improving the PA process.”
Is coworker feedback more important than supervisor feedback for increasing innovative behavior? (2019, unknown): “In such a situation, supervisor feedback is more strongly related to work engagement, because employees do not receive feedback from anyone else in the workplace (London & Smither, 2002; Steelman et al., 2004).”
The Antecedents of Moral Imagination in the Workplace: A Social Cognitive Theory Perspective (2013, background): “To create a productive organizational learning culture, leaders in organizations should openly support continued learning opportunities, foster a harmonious and collaborative organizational culture, and provide timely and accurate developmental feedback (Steelman et al. 2004).”
Correlates and Consequences of Feedback Orientation in Organizations (2012, methodology): “Future research should build on our findings to examine the extent to which a supportive coworker feedback environment (Steelman et al., 2004) further contributes to a high feedback orientation.”
The supervisor feedback environment is empowering, but not all the time: Feedback orientation as a critical moderator (2014, background): “Controls Given that the length of the relationship between an employee and his/her supervisor could alter perceptions of the supervisor feedback environment (e.g., different quality relationships emerging between supervisors and their subordinates similar to leader–member exchange theory; Gooty & Ya”
Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework (2006, background): “Research dealing with other contextual factors ranging from corporate goals (cf. Harris, 1994) to feedback environment (e.g., Steelman, Levy, and Snell, 2004), may prove to be more helpful, since they have led us to look beyond the simple dyadic relationship between rater and ratee when examining…”
The Development of a Feedback Environment and Role Clarity Model of Job Performance (2007, methodology): “Specifically, recent work has emphasized that employees distinguish between different sources of feedback, such as supervisors and coworkers (Morrison & Vancouver, 2000), and that contextual influences on feedback-seeking behavior may differ across these sources (e.g., Steelman et al., 2004).”
Managerial coaching: challenges, opportunities and training (2013, background): “Managers who have themselves been coached, develop new mental models of how to give feedback effectively (Steelman et al. 2004).”
A Self-Motives Perspective on Feedback-Seeking Behavior: Linking Organizational Behavior and Social Psychology Research (2007, background): “Steelman et al. (2004) Development of feedback environment scale.”
How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy (2021, background): “Positive feedback conveys a good feeling of praise or encouragement of employee behavior, and negative feedback conveys a feeling of criticism or correction when performance or job-related behavior is failing [15,16].”
How Formal Performance Evaluation Affects Trust between Superior and Subordinate Managers (2009, background): “1990), that performance is measured accurately and in an understandable way (Steelman et al., 2004), and that reward distribution is transparent and traceable (cf.”
Identity Negotiation at Work (2009, background): “Such feedback will be especially impactful insofar as the source of the feedback seems highly credible, certain of the appraisal, and trustworthy (e.g., Josephs, Bosson, & Jacobs, 2003; Mayer & Davis, 1999; Steelman et al., 2004; Swann & Ely, 1984).”