2006/07/17 by Joelle D. Elicker, Paul E. Levy, Rosalie J. Hall · 203 citations
Business, Management and Accounting · Psychology · Social Sciences · #Accounting and Organizational Management #Business #Computer science #Context (archaeology) #Job Satisfaction and Organizational Behavior #Management #Performance appraisal #Process (computing) #Process management #Psychology #Public Policy and Administration Research #Session (web analytics) #Social exchange theory #Social psychology #Supervisor
paper · doi:10.1177/0149206306286622
published in Journal of Management 32(4), 531-551 (SAGE Publishing)
openalex publication_date 2006/07/17 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/29
Performance appraisal (PA) feedback research suggests that agreement of others' performance feedback with one's own views strongly determines feedback reactions, yet inconsistent results of feedback interventions motivate a search for additional influences. The authors propose that supervisor-subordinate exchange relationships create a social context that substantially influences the PA discussion and feedback reactions. Key mediating variables in this process are employee voice during the PA session and justice judgments. Structural equation modeling analyses of longitudinal data support our model. Exchange relationship showed strong, mediated effects on feedback reactions, whereas performance rating discrepancies had minimal unique effects.