Seeking feedback but unable to improve work performance? Qualified feedback from trusted supervisors matters

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the boundary conditions in the relationship between feedback-seeking behavior (FSB) and work performance. The authors hypothesized that the positive influence of employees' FSB on their work performance is influenced by perceived quality of feedback. The authors also expected that employees' trust in their supervisors moderated the interaction between their FSB and perceived feedback quality. Design/methodology/approach -Data were collected from 202 employees in South Korea. A hierarchical multiple regression analysis was performed to test the hypothesis. Findings -The results showed that while employees' FSB was positively related to work performance, the influence was stronger for employees who perceived they were receiving high quality of feedback from supervisors. The authors also found that the moderating effect of feedback quality on the relationship between FSB and work performance was stronger when employees had high levels of trust in their supervisors. Practical implications -The findings suggest that if managers wish to encourage employees to achieve work goal and desirable performance levels by actively engaging in FSB, they should pay more attention to providing high quality of feedback and building trust with employees. Originality/value -This study contributes to expand the understanding of FSB-work performance relationship by verifying the boundary conditions, which suggests the importance of examining the moderating factors in the FSB mechanism.

Efeitos da Avaliação de Desempenho na Performance Gerencial Mediada pelo Feedback e Sistema de Recompensas

“…O feedback indica se o comportamento ou desempenho dos indivíduos é adequado e como eles podem se ajustar em seu ambiente de trabalho (Nae et al, 2015). Para Grafton, Lillis e Widener (2010), o uso de feedback promove a congruência de objetivos entre organização e indivíduo, coordenação da estratégia principal, alocação de recursos de acordo com o propósito organizacional.…”

“…Christ, Emett, Summers e Wood (2012) observaram que os controles de feedback influenciam a tomada de decisão individual, mesmo sem implicações explícitas na remuneração. Os resultados da pesquisa de Nae et al (2015) apontaram que a busca de feedback pelos funcionários pode levar ao aumento do desempenho no trabalho quando eles consideram que o feedback dos supervisores é benéfico; essa visão aumenta quando eles confiam em seus supervisores.…”

“…Lau (2015) verificou que medidas não financeiras usadas para medir e avaliar o desempenho do gestor são benéficas quanto a percepções de imparcialidade de procedimentos e clareza de papéis, e que seus efeitos na performance gerencial são indiretos, via clareza de papéis. Já Dahling, O'Malley e Chau (2015), Nae, Moon e Choi (2015) e Thornock (2016) concentraram-se nos efeitos do feedback sobre o desempenho individual, enquanto Tung (2018), Wang, Lu e Sun (2018) abordaram elementos dos sistemas de recompensas. Observaram que os incentivos intrínsecos e extrínsecos afetam positivamente a performance gerencial, mas os incentivos intrínsecos foram melhores preditores para promover o comportamento e o desempenho gerencial em comparação aos incentivos extrínsecos.…”

Challenges and strategies for assessing student workplace performance during work-integrated learning

“…Industry feedback can facilitate deep learning in WIL (McNamara 2013), complemented by feed-forward which can help guide students on how to improve future performance (Knight 2006). It serves to clarify what is expected of a worker, helps them to monitor their own progress, enhances confidence in their work and raises aspirations and goals of what they can achieve, provides guidance on how to improve and can lead to enhanced workplace performance and career success (see Ibrahim et al 2014;Nae, Moon, and Choi 2015). Milne and Caldicott (2016) posit that most assessment in placement WIL requires the workplace supervisor to complete a summative evaluation which is criterion-referenced, largely related to employability skills and performance-based.…”

“…This highlights the importance of formative assessment which Zegwaard et al (2003) argue can more easily focus on student growth and development rather than judgement and accountability. The value of feedback can vary with perceived quality, highlighting the need for accurate feedback which is of value to the student (Nae et al 2015).…”