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Does constructive performance feedback improve citizenship intentions and job satisfaction? The roles of perceived opportunities for advancement, respect, and mood
Author(s) -
Sommer Kristin L.,
Kulkarni Mukta
Publication year - 2012
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.21132
Subject(s) - constructive , psychology , job satisfaction , organizational citizenship behavior , social psychology , mood , job performance , human resource management , job attitude , applied psychology , organizational commitment , knowledge management , process (computing) , computer science , operating system
Organizational experts have long touted the importance of delivering negative performance feedback in a manner that enhances employee receptivity to feedback, yet the broader impacts of constructive feedback have received relatively little attention. The present investigation explored the impact of constructive, critical feedback on organizational citizenship behavior (OCB) intentions and job satisfaction. A demographically diverse sample of 128 employees drawn from a variety of organizations completed a survey online. Employees whose supervisors used constructive feedback felt more respected by their supervisors and perceived greater opportunities for advancement within the organization. These variables, in turn, predicted better mood at work, greater job satisfaction, and stronger OCB intentions. The present findings highlight the importance of delivering performance feedback in a manner that emphasizes problematic behaviors over personal weaknesses and makes clear reference to standards and strategies for improvement. Implications for managerial training and human resource development are discussed.