A covariance structure analysis of employees' response to performance feedback

Angelo J. Kinicki, Bin Wu, Gregory E. Prussia, Frances M. McKee-Ryan

Research output: Contribution to journalArticle

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Abstract

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.

Original languageEnglish (US)
Pages (from-to)1057-1069
Number of pages13
JournalJournal of Applied Psychology
Volume89
Issue number6
DOIs
StatePublished - Dec 1 2004

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ASJC Scopus subject areas

  • Applied Psychology

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