A covariance structure analysis of employees' response to performance feedback.
This longitudinal study used D. R. Ilgen, C. D. Fisher, and M. S. Taylor's (1979) feedback process model as a theoretical framework to determine whether a sequential chain of cognitive variables mediates an individual's response to performance feedback. One hundred two employees were surveyed 2 weeks after their performance appraisal, and performance was assessed 11 months later at the end of the review cycle. Covariance structure analysis supported the convergent and discriminant validity of the constructs underlying the model and the constellation of structural relationships. A set of cognitive variables was found to completely mediate the relationship between an individual's receipt and response to feedback. Implications for the feedback process and future research are discussed.
Kinicki
Angelo J
AJ
Department of Management, Arizona State University, Tempe, AZ 85287-4006, USA. angelo.kinicki@asu.edu
Prussia
Gregory E
GE
Wu
Bin Joshua
BJ
McKee-Ryan
Frances M
FM
D004650:Employee Performance Appraisal; D004651:Employment; D005163:Factor Analysis, Statistical; D005246:Feedback; D006801:Humans; D012494:Sampling Studies; D011795:Surveys and Questionnaires