Feedback is a cornerstone of performance management in organizations. Despite research on the role of emotions in giving and receiving feedback, there is no unifying framework to connect these processes. This conceptual paper synthesizes emerging evidence to more cohesively explain how emotions fundamentally shape feedback processes, challenging the traditional view of feedback as a purely rational exchange. I integrate empirical research with emotional labor theory, illuminating the complex psychological work required in workplace interactions and suggesting that organizations must develop more nuanced, emotionally intelligent feedback practices. By examining emotional dynamics across giving, receiving, and implementing feedback, I reveal how affective experiences critically influence motivation, performance, and interpersonal relationships.
