Several 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.
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