The Impact of Feedback Orientation and the Effect of Satisfaction With Feedback on In-Role Job Performance

Rasheed, Anwar; Khan, Saif Ur Rehman; Rasheed, Mazen F.; Munir, Yasin

doi:10.1002/hrdq.21202

Cited by 35 publications

(22 citation statements)

References 74 publications

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“…In the broader feedback literature, several factors have been associated with employees’ responses (either positive or negative) to constructive or critical feedback. Rasheed, Khan, Rasheed, and Munir () found, in a sample of nurses employed in public hospitals in Saudi Arabia, that Feedback Orientation—defined as the overall receptivity of an individual to feedback—influenced the degree to which individuals are satisfied with feedback provided to them at work and the degree to which employees’ will implement changes based on performance feedback.…”

Section: Discussionmentioning

confidence: 99%

Impact of Managers’ Coaching Conversations on Staff Knowledge Use and Performance in Long‐Term Care Settings

Cummings

Hewko

Wang

et al. 2017

Worldviews Ev Based Nurs

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Section: Discussionmentioning

confidence: 99%

Impact of Managers’ Coaching Conversations on Staff Knowledge Use and Performance in Long‐Term Care Settings

Cummings

Hewko

Wang

et al. 2017

Worldviews Ev Based Nurs

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show abstract

“…Lists of study organizations’ employees are used in seven multiple organization studies (Table ), these studies each comprising six or fewer organizations. For these studies, very limited detail was provided regarding how access has been gained, for example reporting only that data were collected “from the nursing staff of three major public hospitals in Riyadh, the capital city of Saudi Arabia” (Rasheed, Khan, Rasheed, & Munir, , p. 38). All multiple organization studies report the number of respondents and, where practicable, the size of the population from which they are selected or the associated response rate, very little commentary being provided.…”

Section: Gaining Physical Access In Hrd Survey Researchmentioning

confidence: 99%

Beyond the Single Organization: Inside Insights From Gaining Access for Large Multiorganization Survey HRD Research

Saunders

Gray

Bristow³

2017

Human Resource Dev Quarterly

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Gaining physical access to potential respondents is crucial to human resource development ( HRD ) survey research. Yet a review of the HRD , human resource management, and best-selling business and management research methods texts in the United States, and United Kingdom reveals that, even where the process of gaining access is discussed and its cruciality stressed, inside accounts and insights regarding the daunting and problematic nature and its impact on data collected are rarely emphasized. More specialist methods literature, although outlining some potential issues, again offers few insights into the actual realities likely to be faced in the real world. Consideration of recent articles in HRD journals highlights also that, despite the widespread use of surveys, often via the Internet, such issues of physical access are rarely mentioned, reporting at best merely summarizing from whom and how data were obtained. We speak to this problem by offering two inside accounts of multiorganization research studies utilizing a survey strategy and Internet questionnaire, where gaining access to people across a large number of organizations threw up many challenges. These accounts offer clear insights into the issues and implications for rigor associated with gaining access when undertaking Internet surveys using both purchased lists (databases) and volunteer panels. In particular, they highlight the importance of recognizing that gaining access is often problematic, and provide a context for our recommendations for research practice, thereby assisting the mitigation of potential problems.

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“…Training to enhance self‐efficacy not only offers a way to better prepare employees for learning and development experiences; high self‐efficacy can lead to successful future performance (Rasheed, Khan, Rasheed, & Munir, ). Bandura () asserts that successful performance is not just about possessing the requisite knowledge and skills; self‐efficacy is critical, as fluctuations in self‐efficacy can result in various levels of performance from poor to extraordinary (Bandura, ).…”

Section: Six‐domain Model Of Training and Developmentmentioning

confidence: 99%

An integrative six‐domain model of employee training and development

Seemiller

Rosch

2019

New Horizons in Adult Education and Human Resource Development

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The focus on outcomes of employee development pales in comparison to the significant financial investments organizations make in offering employee development opportunities. Most attention, as it appears, has been focused on the outcomes and benefits of conducting training – both for employees who participate in training and the effects on organizations and communities. Curiously, many well‐known developmental models used to design these training opportunities have barely been updated in decades and are limited to specific types of learning and development. Building on the work of these foundational models, we propose a new “six‐domain” model for structuring employee development initiatives in organizations, which positions learning within domains situated in an intentional developmental manner. We conclude with a discussion of the implications of the model and provide suggestions for future research.

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The Impact of Feedback Orientation and the Effect of Satisfaction With Feedback on In-Role Job Performance

Abstract: Feedback orientation is an individual's overall receptivity to feedback

Cited by 35 publications

References 74 publications

Impact of Managers’ Coaching Conversations on Staff Knowledge Use and Performance in Long‐Term Care Settings

Impact of Managers’ Coaching Conversations on Staff Knowledge Use and Performance in Long‐Term Care Settings

Beyond the Single Organization: Inside Insights From Gaining Access for Large Multiorganization Survey HRD Research

An integrative six‐domain model of employee training and development

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