Job Feedback: Giving, Seeking, and Using Feedback for Performance Improvement
By J. Breaugh. 2003
302 citations recorded by the source corpus.
Subfields: Applied Psychology
View Paper: https://www.semanticscholar.org/paper/337d5ca2b44d4c85b82b9fede84af96e51053994
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Applied Psychology
- Jason J. Dahling
- Brian G. Whitaker
- Peter Awini Seidu
- F. Boachie-Mensah
- P. Levy
- M. Hebl
- J. Dawson
- B. Kuvaas
Citations in the corpus
- Employees' Perception of Performance Appraisal System: A Case Study (2012, background): “Another important element that impacts group dynamics in relation to PA is the feedback environment, otherwise referred to as feedback culture (London & Smither, 2002). Feedback is an integral component of the PA process in organisations characterized by feedback-oriented culture (London, 2003). A m”
- Benevolent Sexism at Work (2012, background): “Feedback affects development by helping individuals understand which workplace behaviors are successful and rewarded, by acting as a guide toward appropriate goals, and by giving individuals realistic information about whether their behavior currently meets performance standards (London, 1997).”
- The Development of a Feedback Environment and Role Clarity Model of Job Performance (2007, background): “The authority of supervisors stems from their provision of performance appraisals that are linked to desirable outcomes, such as pay, in a traditional performance appraisal setting (London, 2003).”