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Negative feedback and reactions from...

Wu, Peiguan.

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Negative feedback and reactions from subordinates: A joint-venture study in China.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Negative feedback and reactions from subordinates: A joint-venture study in China./
作者:	Wu, Peiguan.
面頁冊數:	128 p.
附註:	Source: Dissertation Abstracts International, Volume: 59-11, Section: B, page: 6104.
Contained By:	Dissertation Abstracts International59-11B.
標題:	Occupational psychology. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9913226
ISBN:	9780599118072

Negative feedback and reactions from subordinates: A joint-venture study in China.
Wu, Peiguan.

Negative feedback and reactions from subordinates: A joint-venture study in China. - 128 p.

Source: Dissertation Abstracts International, Volume: 59-11, Section: B, page: 6104.

Thesis (Ph.D.)--The Chinese University of Hong Kong (Hong Kong), 1998.

Research in performance feedback has suggested that supervisors were reluctant to deliver negative feedback to avoid difficult future interaction and other unfavorable reactions from subordinates. With participants from joint ventures in China, two studies were conducted to examine the effects of perceived supervisory intention on aversive consequences of negative feedback. The first study investigated 32 participants to develop a comprehensive measure of perceived supervisory intentions behind criticism. Results of showed that additional intentions should added in addition to those identified in Western societies. A total of 248 employees from two joint ventures took part in a questionnaire survey in the second study. Results of the second study indicated that subordinates who perceived that a criticism was delivered for their benefits would respond positively. In addition, results also showed that interpersonal fairness, feedback privacy and directness of feedback affected subordinates' perception of supervisory feedback upon facing a criticism. Negative feedback delivered in a just manner, in private or in a direct style would trigger positive perception of supervisory intentions. Theoretical importance and managerial implications of the findings in the present study are discussed.

ISBN: 9780599118072Subjects--Topical Terms:

2122852
Occupational psychology.

Negative feedback and reactions from subordinates: A joint-venture study in China.
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502 $a Thesis (Ph.D.)--The Chinese University of Hong Kong (Hong Kong), 1998.
520 $a Research in performance feedback has suggested that supervisors were reluctant to deliver negative feedback to avoid difficult future interaction and other unfavorable reactions from subordinates. With participants from joint ventures in China, two studies were conducted to examine the effects of perceived supervisory intention on aversive consequences of negative feedback. The first study investigated 32 participants to develop a comprehensive measure of perceived supervisory intentions behind criticism. Results of showed that additional intentions should added in addition to those identified in Western societies. A total of 248 employees from two joint ventures took part in a questionnaire survey in the second study. Results of the second study indicated that subordinates who perceived that a criticism was delivered for their benefits would respond positively. In addition, results also showed that interpersonal fairness, feedback privacy and directness of feedback affected subordinates' perception of supervisory feedback upon facing a criticism. Negative feedback delivered in a just manner, in private or in a direct style would trigger positive perception of supervisory intentions. Theoretical importance and managerial implications of the findings in the present study are discussed.
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