Abstract
Feedback is a critical part of organizational development. While we recognize that critical or constructive feedback may frequently be received differently than as intended, we assume that positive feedback is received as intended (i.e., positively). As a result, we often are less intentional when providing the positive feedback. However, meta-analytic results suggest that 38% of feedback interventions result in negative outcomes (i.e., the end result is worse than it was prior to the intervention). As such, while the majority of scholarly research has focused on the feedback process for providing critical feedback, we seek to consider how the often-overlooked process of positive feedback may also lead to negative outcomes. In the first study, we begin with a research question focused on whether positive feedback is perceived negatively. We develop a new measure (Positive Feedback Questionnaire) and collect qualitative data (N = 172) to create a typology consisting of seven reasons why positive feedback is perceived negatively. In the second study, we use attribution theory to develop and quantitatively test hypotheses that demonstrate how these negative responses to positive feedback result in reduced attitudinal outcomes (i.e., lower job satisfaction and affective commitment and increased intentions to quit). Additionally, from the sample (N = 228), we also hypothesize, and test important medicating mechanisms related to employee perceptions of support, justice, and politics using structural equation modeling. We find support for many of our hypotheses and offer important insight regarding the assumptions and outcomes of positive feedback in the workplace.
Presenters
John BaurAssociate Professor, Management, Entrepreneurship, and Technology, University of Nevada, Las Vegas, Nevada, United States
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
KEYWORDS
Feedback, Positive Feedback, Attribution Theory, Quantitative, Multimethod
