The Mediating Role of Affective Commitment in the Relation of the Feedback Environment to Work Outcomes.

By Christina Norris‐Watts, P. Levy. 2004

160 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2aadc56959e579049d106ef1ca514a746103559c

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Valuing diversity: a group‐value approach to understanding the importance of organizational efforts to support diversity (2009, background): “…antecedent to citizenship behavior because people who are affectively committed to an organization are more apt to exert effort on its behalf (Carmeli, 2005; Lavelle et al., 2007; Meyer, Stanley, Herscovitch, & Topolnytsky, 2002; Norris-Watts & Levy, 2004; Sinclair, Tucker, Cullen, & Wright, 2005).”
The Social Context of Performance Appraisal: A Review and Framework for the Future (2004, background): “Researchers have posited that trust is a key element in managing the supervisor–employee relationship (Patton, 1999).”
Feedback environment and well-being at work: The mediating role of personal control and feelings of helplessness (2008, background): “In the present study, we chose to focus on the supervisor as source of feedback, similarly to earlier studies (Anseel & Lievens, 2007; Norris-Watts & Levy, 2004).”
The effect of organizational learning on organizational commitment, job satisfaction and work performance (2011, background): “Many studies have been done to test the role of organizational commitment (Suliman, 2002; Norris-Watts and Levy, 2004; Yousef, 2000; Cropanzano et al., 1993) and job satisfaction (Lok and Crawford, 2001; Yousef, 2002; Cropanzano et al., 1993; Chiu and Francesco, 2003) as mediating variables, but to…”
The Mediating Role of Appraisal Feedback Reactions on the Relationship Between Rater Feedback-Related Behaviors and Ratee Performance (2010, unknown): “…1990), dimensions of justice perceptions (Jawahar, 2007), leader–member relations (Bernerth, Armenakis, Field, Giles, & Walker, 2008; Elicker et al., 2006; Moss, Sanchez, Brumbaugh, & Borkowski, 2009), and feedback environment (e.g., Norris-Watts & Levy, 2004) as antecedents to reactions.”
The Development of a Feedback Environment and Role Clarity Model of Job Performance (2007, methodology): “…to examine the relationship of the general supervisor and coworker feedback environments to outcomes, thus analyses were carried out on the aggregate of the Supervisor (α = .94) and Coworker scales (α = .95) as has been done in other studies (e.g., Norris-Watts & Levy, 2004; Rosen et al., 2006).”