Abstract
A survey feedback program conducted in an underground mining company was replicated three years later. Results based on group-level data strongly indicate that survey feedback meetings are perceived positively by both participants and facilitators, but that such variables as group size may effect feedback processes and outcomes. Minimal support was found for the argument that external facilitators may be more effective as feedback leaders. Correlations between facilitators' and employees' perceptions of the sessions indicated good agreement. Finally, correlations between attitudes survey clusters and feedback session ratings suggest that the influence of a group's job future satisfactions on feedback sessions may be considerably less than previously believed.
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