Getting Ratees to Accept Performance Feedback: A Relational Approach

Z. Baloch, M.Z. Iqbal, M. Ikramullah, J.-W. van Prooijen, T. Khan

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This paper seeks to understand the association between ratees’ relational justice perceptions and their feedback acceptance, both directly and through leader–member exchange (LMX). The paper also examines the moderated mediation effect of supervisory trust. The paper presents the findings of two studies. Study 1 utilized two data sets collected through an online survey from 280 part-time students working full-time (Sample 1) and 292 working professionals (Sample 2) in Pakistan. Study 2 utilized data collected from N = 167 students recruited for a scenario-based experiment that manipulated whether a manager was fair or unfair. Results revealed that relational justice positively predicted feedback acceptance in Studies 1 and 2. LMX positively mediated the above-mentioned relationship in both studies. As expected, supervisory trust negatively moderated the relational justice–feedback acceptance relationship in Study 2. The present study contributes to performance management theory and practice by illuminating that raters can stimulate performance partnership by employing a relational justice approach that increases the likelihood that employees accept performance feedback.
Original languageEnglish
Pages (from-to)285-316
Number of pages32
JournalSocial Justice Research
Issue number3
Early online date14 Jun 2021
Publication statusPublished - Sept 2021


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