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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

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.

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

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    by Amanda L. Christensen

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