Intercultural assessment of performance feedback

Article Abstract:

The effects of feedback and culture on individuals' performance are examined. Field surveys were gathered from 269 subjects in the united States and 254 subjects in England, and hierarchical regression analyses were conducted on the data. Results indicate that US workers' performances are more strongly related to feedback than are English workers' performances. Additionally, evidence is provided for the cultural moderating effects of power distance between workers and supervisors, and uncertainty avoidance by workers.

Performance, Employee performance appraisals, Performance appraisals

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The influence of causal feedback on subordinate reactions and behavior

Article Abstract:

Two studies were held to assess the effects of causal feedback on the outcomes of work. The first investigation was in interpersonal simulation, and the second was a laboratory experiment at two sites. The first investigation revealed a causal feedback performance interaction, while the second one found little effect of self-esteem on affective reactions. Results of both investigations were examined in terms of what is known about causal feedback and what directions should be pursued in future research.

Causation, Causation (Philosophy), Feedback (Psychology), Feedback (Communication)

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