The effects of performance feedback on organizational citizenship behaviour: a systematic review and meta-analysis

Abstract

Performance feedback is a managerial practice whose effects widely impact job satisfaction and commitment. Job satisfaction and commitment represent antecedents of organizational citizenship behaviour (OCB), denoting a willingness to cooperate. However, there has been little research on the direct relationship between performance feedback and OCB. Previous works addressed their mediating role, such as organization-based self-esteem, job satisfaction or other measures of discretionary effort. Our search of peer-reviewed studies containing measures of feedback and OCB found 15 studies, containing 21 critically appraised correlation measures. While descriptive findings of the systematic review showed a small correlation, studies that contained measures of feedback frequency were more likely to include higher reports of OCB than studies containing measures of feedback properties. After computing correlation scores to effect sizes, findings from the meta-analysis indicated a small average effect size of performance feedback on OCB (r adj =.27, 95% CI =.21-.33). The discussion addresses the differential effects of positive and negative feedback, frequency, and properties of feedback on reports of OCB levels (by employees and supervisors), as well as further applications for line management.

Job Resources and Strengths Use in Relation to Employee Performance: A Contextualized View

“…Feedback appears to be a useful resource in enabling employees to adapt better to new tasks, especially when employees do not capitalize on their strong points at work. Encouraging employees to discover and use their talents at work could enable them to adapt better to changes in their work routine without risking the emergence of thoughts of ineptitude due to feedback (Tagliabue et al., 2020). The moderator role of strengths use in the relationship between autonomy, and individual proficiency indicates a different moderation pattern.…”

“…On the one hand, Park and Choi (2020) link feedback to individual task proficiency, while Ogbonnaya and Messersmith (2019) link it to proactivity performance. Nevertheless, according to Tagliabue et al (2020), feedback may be problematic because it may elicit feelings of insecurity or inadequacy thoughts, thus leading to a decline in extrarole performance. Therefore, using feedback can prove useful for adjusting performance when presented at the team level, probably because it does not single out individuals; by being addressed to as a group, employees can integrate the information better.…”

“…The JD-R theory states that job resources are linked to performance through a mediation mechanism enabled by work engagement; conversely, job demands negatively impact performance through a health impairment process, specifically burnout. Nevertheless, as past research demonstrates, a wide array of developable job resources, such as role clarity (Griffin et al., 2007; Ma et al., 2020; Park & Choi, 2020), feedback (Park & Choi, 2020; Tagliabue, 2020), autonomy (El Baroudi et al., 2019; Ogbonnaya & Messersmith, 2019; Park & Choi, 2020), or opportunities for development (Aguinis & Kraiger, 2009; Tabiu et al., 2020) also show direct associations with performance. As such, organizations that provide job resources will facilitate an increase in employees' performance both directly, and through the enhancement of employees' work engagement (Chung & Angeline, 2010).…”

“…On the one hand, Park and Choi (2020) link feedback to individual task proficiency, while Ogbonnaya and Messersmith (2019) link it to proactivity performance. Nevertheless, according to Tagliabue et al. (2020), feedback may be problematic because it may elicit feelings of insecurity or inadequacy thoughts, thus leading to a decline in extra-role performance.…”

Implementation of Transformational Leadership Principal (Study of Multisitus in SDIT Qurrata A'yun and MI Ibnu Atha'illah Hulu Sungai Selatan District)

“…Transformational leadership is also characterized by leader behavior that motivates an effort to influence and foster awareness of its members. In addition, job satisfaction and commitment showed a willingness to cooperate (Tagliabue et al, 2020). As mentioned that transformational leadership requires action to motivate subordinates to be willing to work for a large goal that is considered to exceed the personal interests of the leader at the time (Efendi, 2015;Beltran-Martin & Bou-Llusar, 2018;Hay, 2006;Odumedu & Ogbonna, 2013).…”