Performance improvement efforts in response to negative feedback: the roles of source power and recipient self-esteem

This study investigates dimensions of supervisor power and recipient self-esteem as predictors of performance improvement efforts following negative performance feedback. The study employs two stimuli (recall and scenario) administered at two different points in time with full-time employees. Results point to the importance of differentiating the types of supervisor power and assessing the extent to which different types of power moderate the self-esteem - performance improvement relationship. The results and their implications are discussed. (C) 2001 Elsevier Science Inc. All rights reserved.