Employee reactions to the feedback environment

Joelle D. Elicker, Marc Cubrich, Julie M. Chen, Mary F. Sully de Luque, Rachel Gabel-Shemueli

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

2 Scopus citations


A growing body of research has increasingly considered the feedback environment or the social context in which day-to-day, informal feedback exchanges occur. While researchers have brought attention to affective and attitudinal reactions as important criteria for traditional performance appraisals, the feedback literature has not considered specificreactions to the feedback environment. With this in mind, this chapter describes several studies examining employee reactions to the feedback environment, in particular employee perceptions of their fit with, satisfaction with, and fairnessof the feedback environment. The forthcoming discussion includes an explanation of how these reactions are formed and the results of research studies supporting important influences on these reactions, which include the feedback environmentitself and individuals' feedback orientation. Rationale and research connecting these reactions to key employee behaviors of job engagement, organizational embeddedness, and feedback seeking follow. The resulting theoretical and practical implications are discussed herein.
Original languageEnglish
Title of host publicationFeedback at work
EditorsLisa A. Steelman, Jane R. Williams
Place of PublicationCham
Number of pages20
ISBN (Electronic)978-3-030-30915-2
StatePublished - 2019

Bibliographical note

Publisher Copyright: © Springer Nature Switzerland AG 2019. Copyright: Copyright 2020 Elsevier B.V., All rights reserved.


  • Employee reactions
  • Feedback
  • Feedback environment
  • Feedback seeking
  • Performance appraisal
  • Performance management
  • Reactions


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