TY - JOUR
T1 - Getting Ratees to Accept Performance Feedback
T2 - A Relational Approach
AU - Baloch, Z.
AU - Iqbal, M.Z.
AU - Ikramullah, M.
AU - van Prooijen, J.-W.
AU - Khan, T.
PY - 2021/9
Y1 - 2021/9
N2 - 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.
AB - 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.
UR - https://www.scopus.com/pages/publications/85107882218
UR - https://www.scopus.com/inward/citedby.url?scp=85107882218&partnerID=8YFLogxK
U2 - 10.1007/s11211-021-00370-3
DO - 10.1007/s11211-021-00370-3
M3 - Article
SN - 0885-7466
VL - 34
SP - 285
EP - 316
JO - Social Justice Research
JF - Social Justice Research
IS - 3
ER -
