The Double Edge Sword of “High Potential” Expectations
Author(s) / Creator(s)
Kotlyar, Igor
Abstract / Description
Many organizations categorize employees in terms of potential, labeling some as “high potential” employees. This practice of labeling employees based on their performance potential can create differentiated expectations of performance and, thus, impact their attitudes and behaviors. However, research has not examined the impact of such labels on the recipients’ attitudes following performance feedback. In our laboratory study of 477 undergraduate business students from a large North American university, we examined the effect of “high potential” expectations on task commitment and satisfaction following positive and negative feedback. Our results indicate that such labels can make individuals more sensitive to feedback and consequently create unintentional negative effects on commitment and satisfaction.
Keyword(s)
feedback “high potential” employees labeling satisfaction commitmentPersistent Identifier
Date of first publication
2013-08-30
Journal title
Europe's Journal of Psychology
Volume
9
Issue
3
Page numbers
581–596
Publisher
PsychOpen GOLD
Publication status
publishedVersion
Review status
peerReviewed
Is version of
Citation
Kotlyar, I. (2013). The Double Edge Sword of “High Potential” Expectations. Europe's Journal of Psychology, 9(3), 581–596. https://doi.org/10.5964/ejop.v9i3.620
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ejop.v9i3.620.pdfAdobe PDF - 442.22KBMD5: 4ccaa9699b63088be347f74ad304b9bb
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Author(s) / Creator(s)Kotlyar, Igor
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PsychArchives acquisition timestamp2018-11-21T10:01:13Z
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Made available on2018-11-21T10:01:13Z
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Date of first publication2013-08-30
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Abstract / DescriptionMany organizations categorize employees in terms of potential, labeling some as “high potential” employees. This practice of labeling employees based on their performance potential can create differentiated expectations of performance and, thus, impact their attitudes and behaviors. However, research has not examined the impact of such labels on the recipients’ attitudes following performance feedback. In our laboratory study of 477 undergraduate business students from a large North American university, we examined the effect of “high potential” expectations on task commitment and satisfaction following positive and negative feedback. Our results indicate that such labels can make individuals more sensitive to feedback and consequently create unintentional negative effects on commitment and satisfaction.en_US
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Publication statuspublishedVersion
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Review statuspeerReviewed
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CitationKotlyar, I. (2013). The Double Edge Sword of “High Potential” Expectations. Europe's Journal of Psychology, 9(3), 581–596. https://doi.org/10.5964/ejop.v9i3.620
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ISSN1841-0413
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Persistent Identifierhttps://hdl.handle.net/20.500.12034/1208
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Persistent Identifierhttps://doi.org/10.23668/psycharchives.1400
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Language of contenteng
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PublisherPsychOpen GOLD
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Is version ofhttps://doi.org/10.5964/ejop.v9i3.620
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Keyword(s)feedbacken_US
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Keyword(s)“high potential” employeesen_US
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Keyword(s)labelingen_US
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Keyword(s)satisfactionen_US
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Keyword(s)commitmenten_US
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Dewey Decimal Classification number(s)150
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TitleThe Double Edge Sword of “High Potential” Expectationsen_US
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DRO typearticle
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Issue3
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Journal titleEurope's Journal of Psychology
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Page numbers581–596
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Volume9
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Visible tag(s)Version of Record