Does positive feedback support the stronger and weaken the weaker? The effects of supervisors’ positive feedback on newcomers’ task performance in the first 90 days

Abstract

Purpose: This study aims to provide empirical evidence of how supervisors’ positive feedback plays a crucial role in newcomers’ task performance in the first 90 days of their employment.Design/methodology/approach: Data for this study were collected from newcomers and their immediate supervisors in a large high-tech manufacturing company in northern China. The study used a structured questionnaire to gather data from 229 newcomer-supervisor dyads, which were analysed through the application of structural equation modelling.Findings/results: The findings revealed that supervisors’ positive feedback positively affects newcomers’ task performance. The supervisors’ positive feedback enhances the task performance of newcomers’ by promoting energy and information seeking at work. In addition, the study also revealed that intrinsic motivation as a moderator strengthens the relationship between supervisors’ positive feedback and newcomers’ energy at work.Practical implications: Organiszations should place emphasis on supervisors’ positive feedback and newcomers’ level of intrinsic motivation in order to attain better performance in the workplace.Originality/value: This study highlights the need for organisations to pay attention to the dual roles of supervisors’ positive feedback and the intrinsic motivation of newcomers’ in improving task performance. Supervisors’ positive feedback boosts newcomers’ energy at work and aids their task performance when intrinsic motivation is high rather than low.

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“…Furthermore, active stimulation during the learning process encourages participants to feel a connection to the material, ensure its relevance, and fosters creativity and innovation (Petkova, 2019). Positive feedback plays a crucial role in sustaining participants' motivation (Wondim et al, 2021). A learning model with robust stimulation elements can enhance the learning experience, maximize learning outcomes, and promote continuous learning (Anderson, 2016;Lah, 2020).…”

The impact of human resource management practices on affective commitment: An empirical study in micro, small and medium enterprises using partial least squares structural equation modelling

“…Caldwell, Chatman and O'Reilly (1990) based their research on recruitment and socialisation, revealing that initial positive interaction and role-modelling at the management level as part of socialisation practice encourages newcomers to instill organisational values and inculcate AC favourably. Besides, positive internal feedback from senior officials organically encourages new hires to attain higher levels of performance in less time; however, a lack of feedback leads them to be sloppy, negatively affecting performance (Wondim, Wu, Wu, Zhang, & Liu, 2021).…”