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The purpose of this research paper was to examine the construct of accountability and its impact leadership development initiative in an upward feedback framework. Previous research has suggested that accountability may be an important moderator of the relationship between upward feedback and self‐development. However, there has been little research examining the construct of accountability and this study sought to modify that.

Within the context of upward feedback the present study examined the impact of two contextual antecedents of accountability (LMX and feedback environment) and self‐development initiative as an outcome of accountability in a path model framework. Survey methodology was used to assess the constructs of interest and the results were analyzed with regression‐based path modeling.

The results indicate the path model was partially supported by the data: the feedback environment and LMX were related to accountability and accountability was related to self‐development initiative.

Limitations of this study include the self‐report methodology and relatively small sample size.

The current study was unique in that it examined manager's perceptions of accountability for using upward feedback. Managers who utilize upward feedback for self‐development are role models for subordinates and others, potentially contributions to a favorable feedback environment.

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.

The purpose of this paper is to examine the extent to which two factors are associated with identification, the feedback environment and feedback seeking: two forms of identification, supervisor identification and workgroup identification, were linked to matching sources of feedback environment and feedback seeking.

An empirical study was carried out with a sample of working students representing a variety of industries in the USA. Students (n=256) completed a written questionnaire. Structural equation modeling was used to analyze the data.

Results indicated that feedback seeking frequency partially mediated the effect of supervisor feedback environment on supervisor identification. Similarly, feedback seeking partially mediated the effect of coworker feedback environment on workgroup identification.

Despite a cross-sectional design, these results support the role of feedback as a primary explanatory mechanism for how people can come to identify with multiple targets in their work environment.

In order to increase employee identification, organizations should train their managers to engage in contextual behaviors that support the feedback seeking process. Additionally, organizations may want to reinforce these coaching behaviors by incorporating them into the performance appraisal process for managers.

The vast majority of identification research has examined why people come to identify with targets in their work environment. This study represents one of the first to examine how people come to identify with those sources, fulfilling an important gap in the literature.

The purpose of the present study is to examine the role of the feedback environment in expatriate adjustment and subsequent performance. Based on newcomer adaptation and sensemaking theories, the authors proposed that the supervisor and coworker feedback environments would serve as informational resources, reducing the ambiguity associated with the expatriate's new setting.

This study was conducted with a broad sample of assigned expatriates (N = 95) originating from 33 different countries and currently working in 35 different host countries. Mediation analysis using a bootstrapping methodology was conducted to test the hypotheses.

The authors found that the supervisor feedback environment and coworker feedback environment were both related to expatriate adjustment through role clarity. The authors also found that the supervisor feedback environment was indirectly related to expatriate job performance and intent to leave the international assignment through both role clarity and adjustment.

This study examines the extent to which the supervisor and coworker feedback environments enable expatriates on an international assignment. Expatriates face challenges that may be ameliorated by constructive feedback practices. The authors discuss how organizations can improve expatriate sensemaking and adjustment through improved feedback practices.

Drawing on accounts from 22 lesbian couples with children conceived using donor insemination, this chapter explores how the respondents’ selection of parent terms, such as “momma” and “mommy,” influences day-to-day negotiation of parenthood. Term selection was affected by personal meanings respondents associated with terms as well as how they anticipated terms would be publicly received. Couples utilized personalized meanings associated with terms, such as terms used by families of origin or reflected in a parent’s cultural background, to help non-biological mothers feel comfortable and secure in their parenting identities. Some families also avoided terms that non-biological mothers associated too strongly with biological motherhood and felt uncomfortable using for themselves. Families also considered whether parent terms, and subsequently their relationships to their children, would be recognizable to strangers or cause undue scrutiny to their family. However, not all of the families selected terms that were easily decipherable by strangers and had to negotiate moments in which the personal meanings and public legibility of terms came into conflict. Overall, these accounts illustrate the importance of parent terms for lesbian-parent families, and other nontraditional families, as a family practice negotiating both deeply personal meanings surrounding parent–child relationships and how these terms, and the families, are normatively recognizable in public spaces.

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.

Health promotion programs (HPPs) are increasingly prevalent at universities due to the numerous documented benefits in other various work environments. However, universities are unique work environments with various job duties and responsibilities. Therefore, the purpose of this paper is to examine differences in participation in university HPPs among faculty, staff and administration. Further, barriers to participation were examined as well as an analysis of those meeting weekly physical activity (PA) recommendations.

An electronic survey was sent to all employees at a large, metropolitan university (n=3,603), that inquired about participation in the university HPP in the last six months and their perceived barriers to participation. The International Physical Activity Questionnaire was used to assess PA amount, and thus, if the employee was meeting the weekly PA recommendations was determined.

Results (n=308) indicated a difference in HPP participation rates between all three job classifications (χ2: p < 0.001; staff highest, faculty lowest). Unique barriers were identified for each job classification such as time constraints, following their own exercise program, and schedule conflicts. Results also indicated a difference in those meeting PA recommendations (χ2: p < 0.001; faculty highest, staff lowest).

The results of this study suggest that to maximize effectiveness of university HPPs, administrators should recognize the differences in barriers to participation among different classifications of university employees; specific needs per job classification should also be considered. By taking these types of factors into consideration when planning, university HPPs can target specific employees with evidence-based communications and strategies for optimal participation, effectiveness and outcomes.

The purpose of this two-wave longitudinal study was to examine the impact of leader–member exchange (LMX) on employee performance through trust in leader and appraisal satisfaction both cross-sectionally and after one year, and the reciprocal effect of employee performance on LMX one year later.

A full panel data design was applied and the sample consisted of 289 employees of a Peruvian insurance organization. Structural equation modeling (SEM) was used to test the research hypotheses.

The results show the relationship between LMX and performance was sequentially mediated by trust in leader and appraisal satisfaction on both occasions. Additionally, employee performance at Time 1 positively influenced LMX at Time 2.

This study highlights the dynamic and complex relationship between LMX and employee performance over time while identifying relevant variables that influence it.

El propósito de este estudio longitudinal fue examinar el impacto del intercambio líder-miembro (LMX) en el desempeño de los trabajadores a través de la confianza en el líder y la satisfacción con la evaluación, tanto de forma transversal como después de un año, así como el efecto recíproco del desempeño en LMX un año después.

La muestra estuvo compuesta por 289 trabajadores de una aseguradora peruana. Se aplicó un diseño de panel y se utilizó el modelado de ecuaciones estructurales (SEM en inglés) para probar las hipótesis de investigación.

Los resultados muestran que la relación entre LMX y el desempeño fue mediada secuencialmente por la confianza en el líder y la satisfacción con la evaluación en ambas ocasiones. Además, el desempeño de los empleados en el memento 1 influyó positivamente en LMX en el memento 2.

Este estudio destaca la relación dinámica y compleja entre LMX y desempeño de los trabajadores a lo largo del tiempo, mientras que identifica variables relevantes que lo influyen.

To do “justice” to the theorizing and empirical work on the topic of justice would be a formidable, if not impossible, task. The study of justice spans centuries (see, for example, Solomon & Murphy, 1990) and disciplines – psychology, sociology, political science, philosophy (Cohen, 1986; Scherer, 1992). Some previously published edited volumes on justice circumscribe the content as applicable, for example, to organizations (Greenberg & Colquitt, 2005), to the affectional bond (Lerner & Mikula, 1994), or with regard to the role of emotions (De Cremer, 2007). Other volumes fall loosely under titles to the effect of “justice in social behavior” (e.g., Bierhoff, Cohen, & Greenberg, 1986; Montada & Lerner, 1996) or “research and applications” (e.g., Törnblom & Vermunt, 2007). These volumes offer a variety of theoretical and empirical analyses of justice issues, largely from the point of view of scholars trained in psychology. Indeed, in the social psychological realm, focus is often on individual perceptions of and reactions to various forms of injustice.