Abstract
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
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