How future work selves guide feedback seeking and feedback responding at work

• Main Authors: ANSEEL, Frederik, STRAUSS, Karoline, LIEVENS, Filip
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2017
• Subjects: Human Resources Management; Organizational Behavior and Theory
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/5819; https://ink.library.smu.edu.sg/context/lkcsb_research/article/6818/viewcontent/Chapter_Self_at_work.pdf
• Institution: Singapore Management University

Providing feedback is one of the most widely accepted psychological interventions for learning and development. The belief that giving feedback to employees is beneficial for individual and organizational performance is also strongly held in organizations. Therefore, providing feedback to employees lies at the heart of a wide range of often costly and time-intensive performance management tools in organizations. However, contrary to these beliefs, meta-analytic evidence shows that feedback interventions do not produce unequivocal positive effects on performance (Kluger & DeNisi, 1996).