This dissertation is comprised of three individual chapters, each of whichexamines different types of feedback dynamics that occur within different organizations and different sectors. The first chapter explores the characteristics that determine an individuals preferences for performance feedback. This chapter uses ordered and multinomial logistic regression analyses to assess these relationships. The analyses indicate that there are distinct differences in feedback preferences and that age, the perceptual importance of feedback, organizational level, and educational background all contribute to an individuals feedback preferences. The second chapter focuses on individual perceptions of feedback processes and the feedback dynamics between supervisors and their employees. More specifically, this chapter analyzes individual perceptions about a variety of feedback processes and their potential effects on important outcomes, like employees remaining with their organization. Moreover, this chapter examines the perceptual differences that occur between supervisors and their employees. This chapter employs t tests and logistic regressions for the analysis. The findingsindicate that supervisors report giving more feedback, and in different ways, than their employees report receiving, and there is some evidence that they overestimate the effect their feedback has on their employees performance. There is also a strong relationship between an individuals satisfaction with their professional development feedback and their desire to stay with their organization. The final chapter examines how public, private, and non-profit employees vary in their views in respect to fairness of performance appraisals, accuracy of performance appraisals, recognition of employees, productivity of discussions with their supervisor, different types of supervisory communications, and the provision of constructive performance feedback. This chapter utilizes t tests to compare the responses of employees in each sector. The analysis finds that public sector employees are more likely to agree that they understand the steps required to improve their performance rating and also receive constructive suggestions from their supervisor, but they are less likely to agree that managers communicate the goals and priorities of the organization and that they have enough information to do their job well. Additionally, public sector employees are less likely to believe that they are recognized for providing high quality products and services.