Demographic Differences and Reactions to Performance Feedback

Human Relations, 2003, 56 (12), p. 1485

29 Pages Posted: 13 Feb 2016

See all articles by Deanna Geddes

Deanna Geddes

Temple University - Department of Human Resource Management; Temple University - Organizational Behavior

Alison M. Konrad

University of Western Ontario - Richard Ivey School of Business

Date Written: December 2003

Abstract

This study examined the effects of demographic similarity and dissimilarity on perceptions of performance appraisals and reactions to negative feedback. We surveyed a sample of 180 non-supervisory employees from an organization whose members represent over 120 nationalities. Consistent with predictions based on status characteristics theory, employees reacted more favorably to feedback from white managers. An asymmetrical dissimilarity effect was observed in which men reacted more unfavorably to feedback from women. Contrary to predictions based on the similarity-attraction hypothesis, employees reacted more unfavorably to negative feedback from same-race managers. Implications with regard to self-identify threat are discussed as a possible explanation for this phenomenon.

Keywords: affect, diversity, negative feedback, performance appraisal, relational demography, social identity

Suggested Citation

Geddes, Deanna and Konrad, Alison M., Demographic Differences and Reactions to Performance Feedback (December 2003). Human Relations, 2003, 56 (12), p. 1485, Available at SSRN: https://ssrn.com/abstract=2731665

Deanna Geddes (Contact Author)

Temple University - Department of Human Resource Management ( email )

Philadelphia, PA 19122
United States

Temple University - Organizational Behavior

Philadelphia, PA
United States

Alison M. Konrad

University of Western Ontario - Richard Ivey School of Business ( email )

1151 Richmond Street North
London, Ontario N6A 3K7
Canada

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