Beyond feedback: understanding how feedforward can support employee development

Abstract

Purpose Recent research has found that a technique called feedforward interviewing (FFI) can be used to develop employees on the job. Currently the mechanisms and boundary conditions of the FFI-performance relationship are unexplored. Using a positive psychology framework, the purpose of this paper is to discuss how FFI supports the creation of personal and relational resources, and explores the contextual and environmental limits to the effectiveness of the technique. Design/methodology/approach Through a review of the literature as well as examination through appropriate theoretical lenses, moderators of FFI are proposed and the implications for the effectiveness of the technique are examined. Findings The FFI model explored in this paper is rooted in broaden and build theory as well as other theories from the positive psychology literature. Design recommendations and future research directions are discussed. Originality/value Through a scholarly review of the literature, the potential for the effective use of a new developmental technique is explored. Direct guidance on how to apply FFI in organizations is given.

Comprehensive moderated mediation model of potential appraisal of employees

“…The present study develops and tests a comprehensive model of moderated mediation comprising of individual differences and contextual factors together to test their interactional effects on meaningfulness of work and management development potential. The findings are in line with past studies on human resource management, wherein contextual factors, empowerment and feedback are akin to management development (Budworth et al, 2019) and perceived employee developmental climate and support (Dysik and Kuvaas, 2012). These findings thereby bear an interesting and important outcome for management development literature wherein that psychological empowerment and feedback are two contextual factors, which could positively moderate the effect of construal level on meaningfulness of work and potential appraisal.…”

The Effect of Strengths-Based Performance Appraisal on Perceived Supervisor Support and the Motivation to Improve Performance

“…Performance ratings help companies to invest greater resources in the employees who provide the most value, take proper action when employees are underperforming, and comply with government regulations regarding the skill certifications that are required to hold specific jobs (Hunt, 2016). However, given its focus on what has already occurred, instead of the infinite possibilities for the future (Budworth et al, 2019); the performance rating is not particularly helpful in stimulating the growth and development of workers. Our study shows that besides the performance rating, also a focus on strengths in the performance interview influences employees' perception of supervisor support and their MTI their performance.…”

Encouraging positive emotions to cope with technostress’s adverse effects: insights into the broaden-and-build theory

“…In point of the feedback, a new psychological intervention for managing employee performance: feedforward interview (FFI). This study posits Budworth, Harrison, and Chummar (2019), implying the creation of personal and relational resources and exploring the contextual and environmental limits to the technique's effectiveness. We acknowledged that FFI is an effective tool for improving employees' development within organisations, but it is essential to know that FFI alone is insufficient.…”