Frederik Anseel, Lien Vossaert and Elias Corneillie
This paper aims to extend the argument of DeNisi & Smith Sockbeson, who called to bridge the gap between feedback-seeking and feedback-giving research. The paper pushes their…
Abstract
Purpose
This paper aims to extend the argument of DeNisi & Smith Sockbeson, who called to bridge the gap between feedback-seeking and feedback-giving research. The paper pushes their argument further by suggesting that future feedback research should systematically adopt a dyadic and dynamic approach to enhance the understanding of feedback episodes.
Design/methodology/approach
This paper reviews previous empirical work in the feedback domain and develops conceptual arguments for linking feedback-seeking and feedback intervention research.
Findings
Drawing upon previous work, the authors conclude that the current depiction of feedback processes in the literature might have been overly static and one-sided. Furthermore, it is argued that feedback research might have not kept up to date with recent conceptual and methodological developments in dyadic organizational behavior research.
Research limitations/implications
This paper builds on the argument of DeNisi & Smith Sockbeson, in turn contributing to a more complete picture of how feedback processes unfold in organizations. While this paper profiles a few studies that have begun to bridge the disconnect between feedback-seeking and feedback-giving research, one of its limitations is that it does not adopt a systematic approach in reviewing all potential methodologies.
Originality/value
This paper provides a first step toward studying feedback episodes as dyadic and dynamic processes. In doing so it helps solving one of the long-standing puzzles in management research namely why feedback interventions are sometimes detrimental to performance.
Objetivo
El objetivo de este artículo es extender los argumentos de DeNisi & Smith Sockbeson, que hacen un llamamiento para conectar la investigación sobre buscar y ofrecer feedback (retroalimentación). Desarrollamos aún más su propuesta sugiriendo que la investigación futura sobre feedback debe adoptar sistemáticamente una aproximación diádica y dinámica para mejorar nuestra comprensión de los episodios de feedback.
Diseño/metodología/aproximación
El artículo revisa la literatura empírica en el campo del feedback y desarrolla argumentos conceptuales para vincular la investigación en busqueda de feedback e intervenciones de feedback.
Resultados
Sobre los resultados de trabajos previos los autores concluyen que la imagen actual de los procesos de feedback en la literatura es excesivamente estática y desde un solo punto de vista. Es más, se argumenta que la investigación en feedback puede no haber seguido algunos desarrollos conceptuales y metodológicos recientes en la investigación sobre comportamiento organizativo diádico.
Limitaciones/implicaciones
El presente trabajo toma los argumentos de DeNisi & Smith Sockbeson como punto de partida, y con ello contribuye a desarrollar una imagen más completa sobre como los procesos de feedback se despliegan en las organizaciones. Si bien el trabajo comenta algunos trabajos que han comenzado a conectar las hasta la fecha desconectadas literaturas en buscar y ofrecer feedback, su limitación principal reside en que no adopta una revisión sistemática de todas las metodologías potenciales.
Originalidad/valor
El trabajo ofrece un primer paso hace el estudio de los episodios de feedback como procesos diádicos y dinámicos. De este modo contribuye a solventar uno de los retos clásicos en la investigación en gestión: porqué las intervenciones de feedback son en ocasiones negativas para el rendimiento.
Objetivo
Este artigo visa estender o argumento de DeNisi & Smith Sockbeson, que preenche a lacuna entre a pesquisa sobre buscar feedback e dar feedback. Nós impulsionamos ainda mais o seu argumento, sugerindo que a futura pesquisa sobre o feedback deve adotar sistematicamente uma abordagem diádica e dinâmica para melhorar nossa compreensão dos episódios de feedback.
Design/metodologia/abordagem
Este artigo revisa o trabalho empírico anterior no domínio do feedback e desenvolve argumentos conceituais para vincular pesquisas de busca de feedback e de intervenção de feedback.
Resultados
Com base em trabalhos anteriores, os autores concluem que a representação atual dos processos de feedback na literatura pode ter sido excessivamente estática e unilateral. Além disso, argumenta-se que a pesquisa de feedback pode não ter se atualizado com desenvolvimentos conceituais e metodológicos recentes na pesquisa do comportamento organizacional diádico.
Limitações/implicações da pesquisa
Este artigo baseia-se no argumento de DeNisi & Smith Sockbeson, contribuindo, por sua vez, para um quadro mais completo de como os processos de feedback se desdobram nas organizações. Enquanto o artigo mapeia alguns estudos que começaram a reduzir a desconexão entre a pequisa sobre buscar e dar feedback, uma de suas limitações é que ela não adota uma abordagem sistemática ao revisar todas as metodologias potenciais.
Originalidade/valor
Este artigo fornece um primeiro passo para o estudo de episódios de feedback como processos diádicos e dinâmicos. Ao fazê-lo, ajuda a resolver um dos quebra-cabeças de longa data na pesquisa em administração, principalmente porque as intervenções de feedback às vezes são prejudiciais ao performance.
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Keywords
Marjolein Feys, Frederik Anseel and Bart Wille
The purpose of this paper is to examine the impact of co‐workers receiving recognition on two types of responses, namely emotions (positive and negative) and behavioral intentions…
Abstract
Purpose
The purpose of this paper is to examine the impact of co‐workers receiving recognition on two types of responses, namely emotions (positive and negative) and behavioral intentions (interpersonal counterproductive behavior and interpersonal citizenship behavior).
Design/methodology/approach
This study is an experimental scenario study with a 2×2 between‐subjects design with 246 employees from a local health care organization.
Findings
The findings reveal that the relation between the recognition of others and positive or negative emotions was moderated by the quality of the relationship between both actors. Further, as hypothesized, the relation between the recognition of others and interpersonal counterproductive behavior was moderated by relationship quality. Contrary to the authors' expectations, relationship quality did not moderate the relation between employee recognition and interpersonal citizenship behavior.
Practical implications
This study provides useful suggestions for managers to diminish undesired (i.e. negative emotions and interpersonal counterproductive behavior) and enhance desired emotions and behaviors (i.e. positive emotions and interpersonal citizenship behavior).
Originality/value
This study is the first to show that employee recognition may have negative effects on the emotions of others and interpersonal behavior (i.e. interpersonal counterproductive behavior).
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Jason Dahling, Alison L O'Malley and Samantha L Chau
The purpose of this paper is to examine how two motives for feedback-seeking behavior, the instrumental and image enhancement motives, impact the feedback-seeking process and…
Abstract
Purpose
The purpose of this paper is to examine how two motives for feedback-seeking behavior, the instrumental and image enhancement motives, impact the feedback-seeking process and supervisor ratings of task performance.
Design/methodology/approach
Correlational data were collected from supervisor-subordinate dyads and analysed with path analysis.
Findings
Results show that perceptions of a supportive supervisory feedback environment are associated with both higher instrumental and image enhancement motives. The instrumental motive fully mediates the relationship between the feedback environment and feedback-seeking behavior. However, the positive effect of feedback-seeking behavior on task performance ratings made by supervisors is only significant when the image enhancement motive is low. Contrary to expectations, no direct or moderating effects were found for the instrumental motive on performance ratings.
Practical implications
These results demonstrate that many instances of feedback-seeking behavior are motivated by a desire to enhance one’s public image, and that high image enhancers can earn strong performance ratings even with low feedback-seeking behavior. Overall, the findings highlight the critical importance of measuring employees’ motives in research on feedback and performance management.
Originality/value
This is the first study to explicitly examine how motives mediate and moderate the relationships between feedback environment perceptions, feedback-seeking behavior, and performance in the workplace. The findings suggest that future research on feedback-seeking behavior should measure and model the effects of motives on feedback processes.