Feedback orientation is an individual difference that involves seeing feedback as useful, feeling accountable to act on feedback, being aware of social information, and feeling self-assured when dealing with feedback. In this study, the authors present a test of a model of the feedback-seeking process that includes feedback orientation. They hypothesize that emotional intelligence and the organization’s feedback environment are correlates of feedback orientation and that feedback orientation is indirectly related to task performance and leader–member exchange ratings made by the supervisor through increased feedback-seeking behavior. Results largely support the hypothesized model, demonstrating the importance of this construct for performance management research

Pulakos and O' Leary (2011) noted that the ongoing informal feedback exchanges between managers and employees can enhance the effectiveness of performance management. However, they did not take into consideration the context in which feedback is shared. A growing body of literature on the feedback environment demonstrates how contextual factors shape the meaning and impact of feedback. We suggest that the behavioral changes that Pulakos and O'Leary recommended can be accomplished by helping managers to develop a supportive feedback environment within their work group (Herold & Parsons, 1985;London, 2003;Steelman, Levy, & Snell, 2004). Many of the communication barriers that derail formal performance management interventions can be overcome in workplace contexts in which supervisors have created an environment that is consistently supportive of constructive feedback exchanges. Consequently, our intent in this commentary is to provide readers with a brief overview of research on the feedback environment because attempts to build effective performance management systems are unlikely to succeed in climates that are hostile to feedback exchanges.