Chinese reactions to performance feedback : Non-task attributions of feedback intentions

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalNot applicablepeer-review

6 Scopus Citations
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Detail(s)

Original languageEnglish
Pages (from-to)196-219
Journal / PublicationAsia Pacific Journal of Human Resources
Volume46
Issue number2
Publication statusPublished - Aug 2008

Abstract

Two studies examined how feedback content and recipients' attributions for supervisor motivations in providing feedback influence Chinese recipients' affective reactions. The results show that fine details in the feedback message are lost, with no perceived differences between objective or subjective feedback elements. Additionally, reactions to feedback were moderated by the recipients' attributions for why the supervisor had provided feedback, and these attributions were strongly influenced by prior relationships. When recipients have poor relationships with the supervisor, feedback is perceived as a message about the relationship rather than about poor performance. It is concluded that the social (non-task) elements of performance feedback are as important as the task-performance-related elements. Copyright © 2008 Australian Human Resources Institute.

Research Area(s)

  • China, Feedback, Performance appraisal