Feedback, affect, and creative behavior: a multi-level model linking feedback to performance

Description
Researchers lament that feedback interventions often fail. Traditional theories assume a cognitive relationship between the receipt of feedback and its impact on employee performance. I offer a theoretical model derived from Affective Events and Broaden and Build Theories to shed

Researchers lament that feedback interventions often fail. Traditional theories assume a cognitive relationship between the receipt of feedback and its impact on employee performance. I offer a theoretical model derived from Affective Events and Broaden and Build Theories to shed new light on the feedback-performance relationship. I bridge the two primary streams of feedback literature-the passive receipt and active seeking-to examine how employees' affective responses to feedback drive how they use feedback to improve performance. I develop and test a model whereby supervisor developmental feedback and coworker feedback seeking relate to the positivity ratio (the ratio of positive as compared to negative affect), enabling them to be more creative and thus improving their performance. I test my model using Experience Sampling Methodology with a sample of MBA students over a two week working period.

Details

Contributors
Date Created
2014
Resource Type
Language
  • eng
Note
  • thesis
    Partial requirement for: Ph. D., Arizona State University, 2014
  • bibliography
    Includes bibliographical references (p. 68-83)
  • Field of study: Business administration

Citation and reuse

Statement of Responsibility
by Amanda L. Christensen

Additional Information

English
Extent
  • vi, 91 p. : ill
Open Access
Peer-reviewed