Emotional Responses to Performance Appraisal Feedback: Implications for Organizations

Journal of Applied Business and Economics, 11(4), 82-108, 2010

27 Pages Posted: 17 Mar 2014

See all articles by Lorianne Mitchell

Lorianne Mitchell

East Tennessee State University - College of Business and Technology

Date Written: 2010

Abstract

This investigation tested hypotheses derived from a combination of appraisal theory (Lazarus & Smith, 1988; Smith & Lazarus, 2001) and Affective Events Theory (AET, Weiss & Cropanzano, 1996). The research question was: What is the relationship between the appraisals of relevancy, congruency and accountability of information derived from performance appraisal and the emotional reactions to the appraisals? Sixty-two (62) undergraduate students receiving midterm exam scores provided self-report data in exchange for extra credit. Results of hierarchical multiple regression analyses indicate that appraisal components combine to differentiate emotions elicited in response to the appraisal of performance feedback.

Keywords: AET, performance appraisal, emotions, appraisal theory

Suggested Citation

Mitchell, Lorianne, Emotional Responses to Performance Appraisal Feedback: Implications for Organizations (2010). Journal of Applied Business and Economics, 11(4), 82-108, 2010. Available at SSRN: https://ssrn.com/abstract=2409939

Lorianne Mitchell (Contact Author)

East Tennessee State University - College of Business and Technology ( email )

United States

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