A covariance structure analysis of employees' response to performance feedback

Area of Science:

• Organizational Psychology
• Cognitive Science
• Human Resources Management

Background:

• Understanding employee responses to performance feedback is crucial for organizational effectiveness.
• Ilgen, Fisher, and Taylor's (1979) feedback process model provides a framework for examining feedback dynamics.
• The mediating role of cognitive variables in the feedback response process requires further empirical investigation.

Purpose of the Study:

• To investigate whether a sequential chain of cognitive variables mediates an individual's response to performance feedback.
• To test the applicability of Ilgen et al.'s (1979) feedback process model in a longitudinal setting.
• To analyze the structural relationships within the feedback process model using covariance structure analysis.

Main Methods:

• Longitudinal study design with 102 employees.
• Survey administered 2 weeks post-performance appraisal.
• Performance assessment conducted 11 months later.
• Covariance structure analysis employed to validate constructs and relationships.

Main Results:

• The study confirmed the convergent and discriminant validity of the model's constructs.
• A complete mediation by cognitive variables was found between feedback receipt and employee response.
• The proposed sequential chain of cognitive variables significantly explained the feedback response process.

Conclusions:

• Cognitive processes are central to how individuals interpret and react to performance feedback.
• The findings support and extend Ilgen et al.'s (1979) feedback process model.
• Future research should explore specific cognitive mechanisms and their implications for feedback interventions.