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In this chapter, we aim to investigate the emotional and performance consequences of negative feedback in the workplace and provide an explanation for the varying reactions exhibited by employees.

We adopt a theoretical approach to develop propositions that elucidate the impact of negative feedback on task performance, with a specific focus on the mediating role of emotion regulation. By considering individual differences in task versus relational orientation, we aim to shed light on how these differences influence individuals' responses to negative feedback.

We propose that individuals with a task orientation are more inclined to engage in emotion regulation strategies following negative feedback, leading to improvements in subsequent task performance. Conversely, individuals with a relational orientation tend to internalize negative feedback, impeding their ability to regulate negative emotions and, consequently, hindering task performance enhancement.

Our research contributes to the existing literature by examining the emotional and performance consequences of negative feedback in the workplace. By emphasizing the significance of emotion regulation and individual differences, we provide valuable insights that can inform the management of feedback processes within organizations.

The purpose of this paper is to examine the influences of negative performance feedback on firms' cost behaviors including productive behaviors (i.e. R&D behaviors) and non-productive behaviors (i.e. selling behaviors and business entertainment behaviors), as well as to investigate the roles of ownership types and marketization.

A sample of Chinese manufacturing firms from 2007 to 2018 is analyzed employing multiple regression models.

The results show that negative performance feedback has a positive but not significant effect on R&D behaviors, while its effect on selling behaviors is significantly positive. Meanwhile, there is an inverted U-shaped relationship between negative performance feedback and business entertainment behaviors. Furthermore, when facing a performance dilemma, state-owned enterprises tend to adjust selling behaviors, while nonstate-owned enterprises pay more attention to business entertainment behaviors. In terms of marketization, the firms in high-marketization regions are more likely to adjust their R&D, selling and business entertainment behaviors, while the firms in low-marketization regions are difficult to adjust these cost behaviors.

This study explores the role of negative performance feedback in firms' cost behaviors and provides empirical evidence about the differentiated influences regarding ownership types and marketization.

Integrating insights from existing studies and introducing the behavioral theory of the firm and prospect theory, this study proposes a more inclusive framework that addresses the impacts of negative performance feedback on firms' cost behaviors. This paper deepens the understanding of firms' decision behaviors in the dilemma of performance shortfall.

The study examined the impact of feedback types through a learning management system (LMS) on employees’ training performance. The purpose of this study is to establish effective feedback on advanced technologies for promoting corporate training.

A total of 148 trainees were recruited from a multinational medical company. Employees were randomly assigned to receive feedback from shallow to more constructive details on their learning performance with LMS. Data sources included are employees’ goal setting (GS) performance evaluated by the experts and their posttest scores obtained from the LMS. A series of statistical analyses were performed to investigate the impact of feedback intervention on employees’ GS and their impacts on corporate training results.

GS has a significant impact on learning outcomes. Employees who set greater specific goals attained higher scores. Furthermore, feedback with more formative evaluation and constructive developmental advice resulted in the most significant positive influence on the relationship between participants’ GS and learning outcomes.

Organizations can benefit from delivering appropriate feedback using LMS to enhance employees’ GS and learning efficacy in corporate training.

This study is one of the first to examine the moderating effect of feedback provided by LMS on GS and online learning performance in corporate training. This study contributes to GS theory for practical application and proposes a viable method for remote learning. The current study’s findings can be used to provide educational psychological insights for training and learning in industrial contexts.

The purpose of this study is to investigate when and why supervisor negative feedback is associated with employees' job performance via two different pathways (i.e. emotion-focused coping and problem-focused coping) and to introduce proactive personality as a moderator.

Time-lagged data were collected using a field survey research design. Participants included 389 dyads of employees and their direct supervisors from five companies in China.

Supervisor negative feedback can lead to employees' emotion-focused coping, which in turn impairs their job performance. Meanwhile, supervisor negative feedback can trigger employees’ problem-focused coping, which subsequently promotes their job performance. Furthermore, proactive personality moderates the indirect effect of supervisor negative feedback on employee performance through emotion-focused coping.

This study explored the double-edged effects of supervisor negative feedback on employee job performance from a coping strategy perspective and investigated how proactive personality influences the choice of coping strategies.

Drawing upon the feedback intervention theory, this study aims to focus on the concept of negative feedback change (increase or decrease) to analyze the dynamics of performance feedback and its relationships with goal orientation, feedback utility and task performance.

The authors conducted a two-wave survey by tracking 195 employees and their supervisors from two representative semiconductor-related equipment companies in China for one month.

Results showed that learning goal orientation positively moderates, and performance-approach goal orientation negatively moderates the indirect relationship between negative feedback change and employees’ task performance through employees’ perceptions of feedback utility.

This study provides new directions for performance feedback research by treating negative feedback from a dynamic perspective and addressing the mediating and moderating mechanisms. Furthermore, the findings also remind managers to not only consider feedback actions at a single moment but also manage it as a series of actions in the ongoing stream of time.

A large number of studies indicate that coercive forms of organizational control and performance management in health care services often backfire and initiate dysfunctional consequences. The purpose of this article is to discuss new approaches to performance management in health care services when the purpose is to support innovative changes in the delivery of services.

The article represents cross-boundary work as the theoretical and empirical material used to discuss and reconsider performance management comes from several relevant research disciplines, including systematic reviews of audit and feedback interventions in health care and extant theories of human motivation and organizational control.

An enabling approach to performance management in health care services can potentially contribute to innovative changes. Key design elements to operationalize such an approach are a formative and learning-oriented use of performance measures, an appeal to self- and social-approval mechanisms when providing feedback and support for local goals and action plans that fit specific conditions and challenges.

The article suggests how to operationalize an enabling approach to performance management in health care services. The framework is consistent with new governance and managerial approaches emerging in public sector organizations more generally, supporting a higher degree of professional autonomy and the use of nonfinancial incentives.

This study investigates how performance pressure affects feedback-seeking and innovative work behaviors. The study also examines the effect of extraversion on the performance pressure–FSB relationship.

The hypotheses in this study were tested by analyzing two-wave data collected from a sample of employees in the information technology sector in India using the PLS-SEM approach.

Our findings revealed that individuals possessing extraverted personality traits exhibited a positive response to performance pressure, thereby enhancing their FSB. Moreover, our results demonstrated that FSB mediates the relationship between performance pressure and IWB.

The results underscore the importance of individual variations in personality traits, particularly extraversion, in influencing how employees respond to performance pressure. By providing insights into the mediating mechanism of feedback-seeking behavior, our study contributes to a deeper understanding of the interplay between performance pressure, feedback-seeking behavior and innovative work behavior.

Managers should consider extraversion as a factor in the relationship between performance pressure and FSB, adapting strategies and support systems accordingly. Creating a feedback-oriented culture and providing resources for extroverts during high-pressure periods can enhance their coping mechanisms.

Previous research has provided a limited exploration of the mechanisms that establish the connection between job demands and innovative work behaviors. This study contributes by uncovering the previously unexplored relationship between performance pressure, extraversion, feedback-seeking behavior and, subsequently, innovative work behavior.

The lateral feedback seeking literature has primarily examined lower-level employees’ feedback seeking from peers. Thus, the authors still know very little about feedback seeking when the leader is the “seeker” and peers are the “targets” of such seeking. The purpose of this paper is to expand existing discussions on lateral feedback seeking by discussing the types of feedback leaders may seek out from their peers.

The views presented here have been derived from the authors’ personal opinions on the topic of feedback seeking and a review of the academic and practitioner literature on feedback seeking.

The viewpoint suggests that leaders may engage in two forms of feedback seeking from peers – performance and growth feedback seeking – with each type of feedback seeking holding relevance to leader effectiveness.

Challenging previous research that argues that leaders may avoid seeking feedback from peers, this viewpoint suggests that leaders may seek feedback from peers because they stand to benefit from doing so.

This study aims to investigate the effect of leader-leader exchange (LLX) on knowledge sharing through feedback-seeking behavior. The study also explores the moderating role of power distance.

A cross-sectional data of 290 knowledge workers from manufacturing and service firms in India were taken as a sample of the study. The hypotheses were tested using confirmatory factor analysis, structural equation modeling and hierarchical regression.

The results showed that LLX positively affects knowledge sharing and feedback-seeking behavior mediates the relationship between LLX and knowledge sharing. Moreover, power distance does not moderate the relationship between LLX and knowledge sharing.

The present study one of its kind explores the relationship between LLX, feedback-seeking behavior, knowledge sharing and power distance.

Based on the theory of performance feedback, this study aims to explore the theoretical relationship between performance shortfalls and the financialization of non-financial enterprises. It further analyzes the moderating effect of economic policy uncertainty (EPU) and organizational redundant resources.

Multiple regression analysis is used on 16,555 initial samples of 2,658 Chinese A-share issuing enterprises from 2007 to 2019 to empirically test the relationship between performance shortfalls and the financialization of non-financial enterprises, and an instrumental variables-generalized moments estimation model is also used to verify the robustness of the results.

The results reveal that the greater the performance gap below the aspiration level, the higher the degree of enterprise financialization. Moreover, EPU strengthens the relationship between performance shortfalls and financialization, whereas organizational redundant resources weaken the relationship between performance shortfalls and financialization.

Decision-makers should determine the aspirated performance level of enterprises to make investment decisions that are most conducive to the long-term development of enterprises. Each enterprise should establish scientific management evaluation and supervision systems to avoid financial investment behaviors that place too much emphasis on short-term performance.

This study finds that financialization is one of the reactions when performance of enterprises is lower than the aspiration level, thus expanding the functional dimensions of performance feedback and supplementing the research on the influencing factors of enterprise financialization. The results also reveal information about situational factors, helping identify the boundary conditions through which performance below aspirations affects enterprise financialization.