The Development of a feedback environment and role clarity model of job performance
By: WHITAKER, Brian G
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Contributor(s): DAHLING, Jason J | LEVY, Paul.
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ArticlePublisher: London, UK : Sage Publications, August 2007Journal of Management : J.O.M 33, 4, p. 570-591Abstract: Researchers have recently begun recognizing the impact of contextual factors on important organizational outcomes. This study, involving 170 subordinate-supervisor dyads, develops a model that demonstrates that subordinates who perceive a supportive feedback environment display increased feedback seeking, higher role clarity, and higher performance ratings. Furthermore, the results show that effort costs moderated the relationship between the coworker feedback environment and feedback seeking from coworkers. Implications are discussed
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Researchers have recently begun recognizing the impact of contextual factors on important organizational outcomes. This study, involving 170 subordinate-supervisor dyads, develops a model that demonstrates that subordinates who perceive a supportive feedback environment display increased feedback seeking, higher role clarity, and higher performance ratings. Furthermore, the results show that effort costs moderated the relationship between the coworker feedback environment and feedback seeking from coworkers. Implications are discussed
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