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Moderators of employee reactions to negative feedback

Lisa A. Steelman (Florida Institute of Technology, Melbourne, Florida, USA)
Kelly A. Rutkowski (Florida Institute of Technology, Melbourne, Florida, USA)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 1 January 2004



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 behavior. This study examined the extent to which contextual variables mitigate these unwanted effects of developmental unfavorable feedback. Results indicate that employees are more motivated to improve their job performance based on unfavorable feedback when the feedback source is perceived to be credible, the feedback is of high quality and the feedback is delivered in a considerate manner.



Steelman, L.A. and Rutkowski, K.A. (2004), "Moderators of employee reactions to negative feedback", Journal of Managerial Psychology, Vol. 19 No. 1, pp. 6-18.



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Copyright © 2004, Emerald Group Publishing Limited

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