Abstract
This chapter traces the history of feedback theory, beginning with the view that feedback is an organizational resource provided to an employee. In this conceptualization feedback is viewed as an event, and subsequent research and theory, focused on antecedents and outcomes of the feedback event. A second set of theories views feedback as an individual resource that employees are motivated to obtain. These theories focus on the process of feedback-seeking. The final, newer theories emphasize the importance of contextual factors associated with interpersonal relationships and the environment, and view feedback as a process rather than an event. We believe that to be useful in practice, theories of feedback should address the underlying process and factors that impact that process and provide insight into how to be more intentional when giving, receiving, and using feedback. The remaining chapters in this book contribute to feedback theory and practice by discussing current thinking with respect to different aspects of the feedback process and providing concrete recommendations for future research, as well as intentional practice.
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Steelman, L.A., Williams, J.R. (2019). Using Science to Improve Feedback Processes at Work. In: Steelman, L.A., Williams, J.R. (eds) Feedback at Work. Springer, Cham. https://doi.org/10.1007/978-3-030-30915-2_1
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DOI: https://doi.org/10.1007/978-3-030-30915-2_1
Publisher Name: Springer, Cham
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Online ISBN: 978-3-030-30915-2
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