FEEDBACK ORIENTATION , FEEDBACK CULTURE, AND THE ：反馈反馈定位，文化.pdf

FEEDBACK ORIENTATION, FEEDBACK CULTURE, AND THE LONGITUDINAL PERFORMANCE MANAGEMENT PROCESS Manuel London State University of New York at Stony Brook James W. Smither La Salle University Direct all correspondence to: Manuel London, Ph.D. Harriman Hall SUNY-Stony Brook Stony Brook, New York 11794-3775 Office Tel.: 516-632-6833 E-mail: mlondon@notes.cc.sunysb.edu Abstract This paper conceptualizes feedback as part of a longitudinal performance management process influenced by, and contributing to, the individuals feedback orientation and the organizations feedback culture. Feedback orientation refers to an individuals overall receptivity to feedback, including comfort with feedback, tendency to seek feedback and process it mindfully, and the likelihood of acting on the feedback to guide behavior change and performance improvement. Feedback culture refers to the organizations support for feedback, including non-threatening, behaviorally-focused feedback, coaching to help interpret and use feedback, and a strong link between performance improvement and valued outcomes. Critical events direct attention to the value of feedback and thereby start a performance management cycle of receiving, absorbing, and applying feedback in the following days, weeks, and months. Human resource research and practice need to measure feedback orientation and culture and capture longitudinal feedback processes to better understand and influence the effects of feedback on self-awareness, self-confidence, and job performance. Feedback Process 3 FEEDBACK ORIENTATION, FEEDBACK CULTURE, AND THE LONGITUDINAL PERFORMANCE MANAGEMENT PROCESS While considerable atte