Bearing Bad News: Reactions to Negative Performance Feedback

By D. Ilgen, Cori A. Davis. 2000

329 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/29c221624b0421a04567868ff25a94ce9df852b8

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Employee well-being: A multilevel model linking work and nonwork domains (2007, background): “To address this issue, Ilies and Judge (2002) proposed that job satisfaction should be measured with a state approach and contended that focusing on processes that explain intraindividual variations in job satisfaction has the potential to advance the literature on job satisfaction.”
The Role of Self-Reflection, Emotional Management of Feedback, and Self-Regulation Processes in Self-Directed Leadership Development (2012, background): “When a person receives negative performance feedback, emotional responses naturally arise (Ilgen & Davis, 2000) and these reflect one’s perceptions about the nature and attributions of performance-standard discrepancies as well as appraisal of future goal-attainment prospects (Bagozzi & Pieters,…”
Modelling job crafting behaviours: Implications for work engagement (2016, background): “Nevertheless, other research has suggested that there is also a negative side of providing feedback, such as employee’s aggressive reactions or burnout when the evaluation is negative (Ilgen and Davis, 2000; Van Emmerik et al., 2008).”
Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management (2015, background): “It is deemed to be especially important for informing an employee where corrective action is needed (Ilgen & Davis, 2000).”
The Role of Goal Orientation on Negative Emotions and Goal Setting When Initial Performance Falls Short of One's Performance Goal (2005, background): “John W. Slocum, Jr., and Don VandeWalle Department of Management and Organizations Cox School of Business Southern Methodist University (Frank) Qingbo Fu Department of Marketing”
Learning from Errors: Cognition, Emotions and Safety Culture in the Italian Air Force (2013, background): “Several scholars have suggested that negative emotions impair learning by decreasing motivation to learn (e.g., Ilgen & Davis, 2000; Kanfer & Ackerman, 1989).”
Different Strokes for Different Teams: The Contingent Effects of Positive and Negative Feedback on the Creativity of Informationally Homogeneous and Diverse Teams (2017, background): “In the perceived absence of additional resources, negative feedback is unlikely to increase effort (Ilgen & Davis, 2000).”
A Meta-Analysis of Negative Feedback on Intrinsic Motivation (2018, background): “Ilgen and Davis (2000) argued Bfew beliefs are more widely accepted by psychologists, managers, educators, and others concerned with human performance than the belief that people need to receive feedback about how well they are performing their tasks/ jobs^ (pp. 550–551).”
Group Feedback for Continuous Learning (2006, background): “When goals are not attained, individuals may be more likely to exert more effort when they attribute their negative performance to factors they can control rather than to external conditions or stable internal characteristics they cannot control (Ilgen & Davis, 2000).”
Differential affective reactions to negative and positive feedback, and the role of self-esteem. (2007, background): “Conceptually, this relationship should be moderated by causal attributions for performance (Ilgen and Davis, 2000; Taylor et al., 1984; Weiner, 1985) and by the credibility and acceptance of the feedback (e.g. Ilgen et al., 1979).”
RESPONSE TO ASSESSMENT FEEDBACK: THE EFFECTS OF GRADES, PRAISE, AND SOURCE OF INFORMATION (2008, background): “This information is commonly referred to as feedback (Ilgen & Davis, 2000; Kluger & DeNisi, 1996).”