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Human Relations
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Demographic Differences and Reactions to Performance Feedback

Deanna Geddes

Temple University geddes{at}temple.edu

Alison M. Konrad

University of Western Ontario akonrad{at}ivey.uwo.ca

This study examined the effects of demographic similarity and dissimilarity on perceptions of performance appraisals and reactions to negative feedback. We surveyed a sample of 180 non-supervisory employees from an organization whose members represent over 120 nationalities. Consistent with predictions based on status characteristics theory, employees reacted more favorably to feedback from White managers. An asymmetrical dissimilarity effect was observed in which men reacted more unfavorably to feedback from women. Contrary to predictions based on the similarity–attraction hypothesis, employees reacted more unfavorably to negative feedback from same-race managers. Implications with regard to self-identity threat are discussed as a possible explanation for this phenomenon.

Key Words: affect • diversity • negative feedback • performance appraisal • relational demography • social identity

Human Relations, Vol. 56, No. 12, 1485-1513 (2003)
DOI: 10.1177/00187267035612003
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