From Ratings to Results: How Feedback Orientation Bridges Rater Behavior and Job Performance

Abstract

This study investigates the effects of raters’ effective performance management behaviors on ratee job performance, with feedback orientation mediating this relationship. Grounded in social exchange theory, this dyadic study collected data from 301 rater-ratee dyads in the telecom sector Islamabad using a purposive sample and time-lag design. Self-administered questionnaires were used to gather data from both raters and ratees at two separate time points (Time 1 and Time 2). The data were analyzed using MPlus software, revealing that effective rater performance management behaviors positively impact ratee job performance. Feedback orientation emerged as significant mediators highlighting the importance of feedback processes in enhancing ratee performance. This study contributes to the existing literature by elucidating the complex dynamics of rater performance management behaviors, and feedback processes, providing valuable insights for organizations seeking to develop targeted interventions and improve ratee
performance. The findings suggest that organizations should prioritize training rater to effectively manage performance and foster open feedback cultures.