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dc.contributor.authorSilva, Rebekah
dc.contributor.authorPatel, Kajal
dc.contributor.authorDahling, Jason
dc.date.accessioned2018-10-24T19:55:32Z
dc.date.available2018-10-24T19:55:32Z
dc.date.issued2018
dc.descriptionDepartment of Psychologyen_US
dc.description.abstractFeedback orientation is a multidimensional individual difference that involves seeing feedback as valuable, feeling accountable and capable to act on feedback, and being cognizant of feedback information in one’s social environment. Fostering and maintaining a positive feedback orientation is essential for employees to benefit from performance management processes, but relatively little research has explored this variable. In this chapter, we summarize existing findings concerning feedback orientation and chart important directions for future research and practice. We identify particular needs to study how feedback orientation develops over time, relates to leadership dynamics, operates in different cultural contexts, and shapes employee development in distributed work contexts. We conclude by offering recommendations for individual managers and organizational decision-makers based on trends that emerged in our literature review.en_US
dc.description.sponsorshipCollege of New Jersey (Ewing, N.J.). Office of Academic Affairsen_US
dc.description.sponsorshipMUSE (Mentored Undergraduate Summer Experience)en_US
dc.language.isoen_USen_US
dc.rightsFile access restricted due to FERPA regulations
dc.titleLeveraging Feedback Orientation in the Workplace: Directions for Research and Practiceen_US
dc.typePosteren_US
dc.typePresentationen_US
dc.typeTexten_US
dc.identifier.handlehttps://dr.tcnj.edu/handle/2900/2697


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