Mental traps to avoid while interpreting feedback: Insights from administering feedback to school principals

Human Resource Development Quarterly

Volumn 16, Issue 1, 2005, Pages 139-147

  Vohra, Neharika ^a   Singh, Manjari ^a  

^a INDIAN INSTITUTE OF MANAGEMENT   (India)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33747175631     PISSN: 10448004     EISSN: 15321096     Source Type: Journal    
DOI: 10.1002/hrdq.1128     Document Type: Review

References (9)

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3. Audia, P. G., & Locke, E. A. (2003). Benefiting from negative feedback. Human Resource Management Review, 13, 631-646.
4. Blanchard, K. (1998). Giving and receiving feedback. Executive Excellence, 15 (10), 8.
5. Ilgen, D. R., & Davis, C. A. (2000). Bearing bad news: Reactions to negative performance feedback. Applied Psychology: An International Review, 49 (3), 550-565.
6. Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119, 254-284.
7. Rao, T. V. (2002). The power of 360 degree feedback. In T. V. Rao, G. Mahapatra, R. Rao, R., & N. Chawla (Eds.), 360 degree feedback and performance management system (Vol. 2, pp. 43-50). New Delhi: Excel Books.
8. Shrauger, J. S., & Schoeneman, T. J. (1979). Symbolic interactionist view of self-concept: Through the looking glass darkly. Psychological Bulletin, 86, 549-573.
9. Singh, M., & Vohra, N. (in press). Multifaceted feedback for organizational heads for self and organizational development: Experiences of school principals. International Journal of Training and Development.