Supervisor-Subordinate Agreement on Performance Feedback: A Field Study

摘要

Data on several hypothesized antecedents and consequences of subordinate agreement with the performance feedback received from their superiors were collected from over 700 employees. It was predicted that subordinates who agreed with their superior would report that their superior had higher credibility and gave more frequent, positive, and clear feedback than subordinates who disagreed with their superior. High agreement was also hypothesized to result in higher effort to performance expectancies, lower levels of role conflict and ambiguity, higher satisfaction with the superior and job, greater intent to remain in the organization, and greater commitment to the organizations than low agreement. All hypotheses were supported.