Feedback intervention perceptions: Development and validation of a measure

Abstract

Reactions toward performance feedback have critical implications for organizations and are of great interest to practitioners. Current measurement of employee experiences with feedback intervention varies widely and the literature is flooded with untested, coarse measures that largely neglect the complexity of feedback intervention. A new scale was developed to evaluate the characteristics of five feedback intervention components (i.e., performance measurement, feedback content, feedback delivery, organizational system support, and feedback source). Confirmatory factor analysis supports a five-factor structure. Correlational analyses demonstrate strong, differential relationships with feedback reaction measures and job satisfaction. Regression analyses demonstrate direct effects on motivation and intent to use feedback, and organizational justice mediates the relationships. Results indicate that the measure has good psychometric properties and support the utility of the Feedback Intervention Perceptions Scale for both research and practice. The FIPS provides practitioners with an evidence-based tool for holistically auditing and diagnosing deficiencies in organizational feedback interventions. A short form of the FIPS and preliminary validity evidence is also presented.

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