The Role of Leader-Member Exchange in the Performance Appraisal Process
研究提出上下级交换关系通过员工发言和公平感影响绩效反馈反应，纵向数据支持该模型，而评分差异影响很小。
Performance appraisal (PA) feedback research suggests that agreement of others' performance feedback with one's own views strongly determines feedback reactions, yet inconsistent results of feedback interventions motivate a search for additional influences. The authors propose that supervisor-subordinate exchange relationships create a social context that substantially influences the PA discussion and feedback reactions. Key mediating variables in this process are employee voice during the PA session and justice judgments. Structural equation modeling analyses of longitudinal data support our model. Exchange relationship showed strong, mediated effects on feedback reactions, whereas performance rating discrepancies had minimal unique effects.