...Jason Dahling; Alison L O'Malley; Samantha L Chau Purpose – The purpose of this paper is to examine how two motives for feedback-seeking behavior, the instrumental and image enhancement motives, impact the feedback-seeking process and supervisor ratings of task performance. Design/methodology...

...Lynne J. Millward; Maxwell Asumeng; Almuth McDowall Purpose This paper aims to locate managerial feedback‐seeking in a self‐regulation model in which self‐motivational considerations are uppermost. It seeks to use a qualitative psychological approach to address the question of when, what, how...

...Remus Ilies; Irene E. De Pater; Tim Judge Purpose The paper aims to examine, first, how performance feedback influences positive and negative affect within individuals across negative and positive feedback range, and secondly, whether self‐esteem moderates individuals' affective reactions...

...Eliezer Yariv Purpose Submitting negative feedback is a stressful experience which both superiors and subordinates try to avoid. Do principals adapt to the mum effect and hide their (negative) thoughts and feelings, or do they confirm Weening et al. hypothesis about the existence...

...Lisa A. Steelman; Kelly A. Rutkowski Previous research indicates that unfavorable feedback, even unfavorable feedback provided for developmental purposes only, is not perceived as useful, results in negative reactions and is not associated with a recipient's willingness to change his or her...

... settings using a variety of methods, not necessarily utilizing the kinds of measures typically associated with multi‐source feedback systems. © MCB UP Limited 2003 To the authors’ knowledge this study constitutes the only investigation currently available on these issues...

...Paul Jansen; Daniël Vloeberghs The conditions and implications for the use of multi‐rater feedback or “360‐degree” methods are studied from both a psychological and an organizational perspective. Psychological research indicates that multi‐ratings cannot be put on the same footing as ratings...

...Robert T. Rosti, Jr; Frank Shipper Training programs are infrequently evaluated and when they are evaluated they often rely on pre‐experimental designs and feedback of the participants. This statement is also true of management development programs based on 360 feedback. In this study the effects...

...Yehuda Baruch Outlines possibilities for the use of self‐appraisal as a valuable source of information and as a feedback tool. Reports the results of two studies, in the UK and Israel, which indicate a considerable match between self performance and direct‐manager appraisal. These findings...

... firm. Shows that supervisor and subordinate performance ratings were significantly, but not highly‐related. Moderators of this relationship included agreement among subordinates, organizational level, and function. The results have implications for the likely value of upward feedback to managers...