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Getting Ratees to Accept Performance Feedback: A Relational Approach
Social Justice Research ( IF 1.700 ) Pub Date : 2021-06-14 , DOI: 10.1007/s11211-021-00370-3
Zainab Baloch 1 , Muhammad Zahid Iqbal 1 , Malik Ikramullah 1 , Jan-Willem van Prooijen 2 , Tamania Khan 1
Affiliation  

This paper seeks to understand the association between ratees’ relational justice perceptions and their feedback acceptance, both directly and through leader–member exchange (LMX). The paper also examines the moderated mediation effect of supervisory trust. The paper presents the findings of two studies. Study 1 utilized two data sets collected through an online survey from 280 part-time students working full-time (Sample 1) and 292 working professionals (Sample 2) in Pakistan. Study 2 utilized data collected from N = 167 students recruited for a scenario-based experiment that manipulated whether a manager was fair or unfair. Results revealed that relational justice positively predicted feedback acceptance in Studies 1 and 2. LMX positively mediated the above-mentioned relationship in both studies. As expected, supervisory trust negatively moderated the relational justice–feedback acceptance relationship in Study 2. The present study contributes to performance management theory and practice by illuminating that raters can stimulate performance partnership by employing a relational justice approach that increases the likelihood that employees accept performance feedback.



中文翻译:

让被评价者接受绩效反馈:一种关系方法

本文旨在直接或通过领导者-成员交换 (LMX) 来了解费率的关系正义感与其反馈接受度之间的关联。本文还考察了监督信任的调节中介效应。本文介绍了两项研究的结果。研究 1 使用了通过在线调查收集的两个数据集,这些数据集来自巴基斯坦的 280 名全职兼职学生(样本 1)和 292 名在职专业人士(样本 2)。研究 2 使用从N收集的数据 = 招募 167 名学生进行基于情景的实验,该实验操纵经理是否公平或不公平。结果显示,研究 1 和 2 中,关系正义正向预测反馈接受度。LMX 在两项研究中均正向调节上述关系。正如预期的那样,监督信任对研究 2 中的关系公正-反馈接受关系产生了负面影响。本研究通过阐明评估者可以通过采用增加员工接受绩效的可能性的关系公正方法来刺激绩效伙伴关系,对绩效管理理论和实践做出了贡献回馈。

更新日期:2021-06-14
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