The interactive role of performance appraisal reactions and regular feedback

Abstract

Purpose

The purpose of this paper is to test the relationship between performance appraisal (PA) reactions and employee outcomes in terms of affective organizational commitment and work performance.

Design/methodology/approach

The paper presents the results of a cross‐sectional survey of 803 employees from three organizations located in Norway. The survey was conducted in 2005.

Findings

The findings reveal that perceived helpfulness of PA was directly related to affective commitment. The relationship between perceived helpfulness of PA and work performance was significant only for employees reporting high levels of perceived regular feedback.

Research limitations/implications

The two most important limitations, which are discussed in more detail at the end of the paper, are the cross‐sectional nature of the study and the reliance on self‐reported questionnaire data.

Practical implications

The positive relationship between PA reactions and affective organizational commitment highlights the importance of positive PA reactions. At the same time, the relationship between PA reactions and work performance was moderated by regular feedback, which suggests that formal PA cannot compensate for low levels of regular feedback.

Implication for further research

Future studies could apply longitudinal research designs and supervisor‐ or peer‐ratings of work performance.

Originality/value

The finding of a positive relationship between PA reactions and work performance only for employees who experience that they receive high levels of regular or day‐to‐day feedback.

Citation

Kuvaas, B. (2011), "The interactive role of performance appraisal reactions and regular feedback", Journal of Managerial Psychology, Vol. 26 No. 2, pp. 123-137. https://doi.org/10.1108/02683941111102164