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Managers’ and Subordinates’ Evaluations of Feedback Strategies: The Critical Contribution of Voice 1
Author(s) -
Lizzio Alf,
Wilson Keithia,
MacKay Lori
Publication year - 2008
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.2008.00332.x
Subject(s) - praise , psychology , congruence (geometry) , social psychology , negative feedback , physics , quantum mechanics , voltage
This study investigated 87 managers’ and 91 subordinates’ evaluations of a range of strategies for delivering performance feedback in the workplace. The managers and subordinates rated 8 written vignettes describing different feedback strategies on a number of variables (perceived effectiveness, perceived risk, level of enactment demand, and congruence of strategy for managers). Feedback strategies that used an invitation for the subordinate to reply to the negative feedback were evaluated as more effective and managerially congruent, and less risky than were the other strategies. However, strategies requiring bidirectional communication (e.g., invitations to reply), as opposed to unidirectional communication (e.g., praise), were generally perceived as more demanding to enact.