Role of self-esteem and self-presentation concerns in reactions to performance feedback: a preliminary model

dc.contributor.authorDonlin, Joanne Macen
dc.contributor.committeechairBaumgardner, Ann H.en
dc.contributor.committeememberFoti, Roseanne J.en
dc.contributor.committeememberFranchina, Joseph J.en
dc.contributor.departmentPsychologyen
dc.date.accessioned2014-03-14T21:49:54Zen
dc.date.adate2012-11-17en
dc.date.available2014-03-14T21:49:54Zen
dc.date.issued1987-08-24en
dc.date.rdate2012-11-17en
dc.date.sdate2012-11-17en
dc.description.abstractSeveral recent experiments have suggested that high versus low esteem persons differ in the extent to which they use interpersonal behaviors to cope with negative feedback from others. In particular, it has been suggested that low self-esteem persons attempt to enhance themselves in public but not privately whereas this difference does not exist for high self-esteem persons. The present study tested a proposed model of interpersonal reactions to performance feedback. The model was investigated through two experimental designs. Design la examined high self-esteem (HSE) and low self-esteem (LSE) subordinate's reactions to positive and negative performance feedback in a public versus private settings. Design is examined whether information about the subordinate's reactions affected the supervisor's ratings of the subordinate. Overall, the proposed model gained some empirical support. The prediction that LSE subordinates would engage in self presentational behaviors as a means of self-enhancement was partially supported in the positive feedback conditions, but not in the negative feedback conditions. As predicted, HSE subordinates showed no differences in reactions obtained in the public versus private setting, and as predicted, showed no increases in resultant esteem. The most striking support for the model comes from the correspondence between subordinate's reactions and subsequent supervisor ratings of the subordinate. This relationship emerged only when the supervisor had knowledge of the subordinate's reactions. The longer term effects of subordinates' reactions to feedback are discussed in reference to subordinate participation in performance appraisal meetings.en
dc.description.degreeMaster of Scienceen
dc.format.extentvii, 216 leavesen
dc.format.mediumBTDen
dc.format.mimetypeapplication/pdfen
dc.identifier.otheretd-11172012-040101en
dc.identifier.sourceurlhttp://scholar.lib.vt.edu/theses/available/etd-11172012-040101/en
dc.identifier.urihttp://hdl.handle.net/10919/45780en
dc.language.isoenen
dc.publisherVirginia Techen
dc.relation.haspartLD5655.V855_1987.D665.pdfen
dc.relation.isformatofOCLC# 17667604en
dc.rightsIn Copyrighten
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/en
dc.subject.lccLD5655.V855 1987.D665en
dc.subject.lcshConduct of lifeen
dc.subject.lcshFeedback (Psychology)en
dc.subject.lcshPerformanceen
dc.subject.lcshSelf-esteemen
dc.titleRole of self-esteem and self-presentation concerns in reactions to performance feedback: a preliminary modelen
dc.typeThesisen
dc.type.dcmitypeTexten
thesis.degree.disciplinePsychologyen
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen
thesis.degree.levelmastersen
thesis.degree.nameMaster of Scienceen

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