1
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Stability and change in student well-being: A three-wave longitudinal person-centered approach. PERSONALITY AND INDIVIDUAL DIFFERENCES 2023. [DOI: 10.1016/j.paid.2022.112015] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 12/05/2022]
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2
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Qi Q, Liu Y, Liu Z. Giving what they want: How congruence between expected feedback quality and delivered feedback quality influences leader-member exchange and job performance. Front Psychol 2023; 14:1115861. [PMID: 36874806 PMCID: PMC9974666 DOI: 10.3389/fpsyg.2023.1115861] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/04/2022] [Accepted: 01/27/2023] [Indexed: 02/17/2023] Open
Abstract
As an attempt to solve the mixed results between leader feedback quality and employee job performance, this study proposes that employees' expected feedback quality plays a key role in how employees react to leader feedback. Specifically, drawing on needs-supplies fit and social exchange theory, we posit that congruence between expected feedback quality and delivered feedback quality positively relates to employee task performance and organizational citizenship behavior (OCB) through leader-member exchange (LMX). Further, we posit that learning goal orientation may strengthen the positive effect of congruence between expected feedback quality and delivered feedback quality on LMX. Multi-wave data collected from 226 employees from China showed that congruence between expected feedback quality and delivered feedback quality improves LMX and in turn benefits task performance and OCB. Moreover, learning goal orientation intensifies the indirect effect of congruence between expected feedback quality and delivered feedback quality on task performance and OCB through LMX. The theoretical and practical implications of these findings are discussed.
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Affiliation(s)
- Qi Qi
- Digital Management and Behavioral Decision Art Laboratory, Shandong University of Finance and Economics, Jinan, China
| | - Yanyan Liu
- Business School, Nankai University, Tianjin, China
| | - Zhaoyan Liu
- Business School, Nankai University, Tianjin, China
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3
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Impact of supervisor developmental feedback on employee innovative behavior: roles of psychological safety and face orientation. JOURNAL OF MANAGERIAL PSYCHOLOGY 2022. [DOI: 10.1108/jmp-12-2021-0670] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
Abstract
PurposeDrawing on social cognitive theory, this study aims to examine the relationship between supervisor developmental feedback and employee innovative behavior, incorporating with the mediating role of psychological safety and the moderating role of face orientation.Design/methodology/approachA survey was conducted in 15 manufacturing companies in China. The participants comprised 302 employees. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediating effects are further examined with bias-corrected bootstrapping method.FindingsSupervisor developmental feedback has a positive effect on employee innovative behavior through psychological safety, and this mediating effect is weakened by protective face orientation (fear of losing face), while the moderating effect of acquisitive face orientation (desire to gain face) is not significant.Practical implicationsOrganizations should create a development-oriented and safe innovation atmosphere for employees. In addition, leaders should adopt differentiated feedback and communication methods according to subordinates' face orientation.Originality/valueThe study has demonstrated the positive effect of supervisor developmental feedback on employee innovative behavior, which is different from previous studies on performance feedback and leadership types. Meanwhile, this study has also explored the mediating effect of psychological safety and the moderating effect of face orientation, which provides more insights on the mechanism and boundary conditions of the effect of supervisor developmental feedback.
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4
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Supervisor negative feedback, subordinate prevention focus and performance: testing a mediation model. CURRENT PSYCHOLOGY 2022. [DOI: 10.1007/s12144-022-03494-0] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/03/2022]
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5
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Fulham NM, Krueger KL, Cohen TR. Honest feedback: Barriers to receptivity and discerning the truth in feedback. Curr Opin Psychol 2022; 46:101405. [DOI: 10.1016/j.copsyc.2022.101405] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/11/2022] [Revised: 06/10/2022] [Accepted: 06/16/2022] [Indexed: 11/27/2022]
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6
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Su W, Xiao F. Supervisor positive feedback and employee performance: Promotion focus as a mediator. SOCIAL BEHAVIOR AND PERSONALITY 2022. [DOI: 10.2224/sbp.11135] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/05/2022]
Abstract
We explored the influence of supervisor positive feedback on employees' in-role and extrarole performance, and the mediating role of promotion focus in these relationships. Data were gathered at three time points from 373 Chinese employees and their immediate supervisors. We used hierarchical
linear regression and the PROCESS macro to test our hypotheses. The results show that supervisor positive feedback was positively related to promotion focus, which was also positively related to employees' in-role and extrarole performance. In addition, promotion focus mediated the supervisor
positive feedback–employee performance relationship. Our findings suggest that organizational managers should provide employees with positive feedback to improve their promotion focus, thereby enhancing employees' in-role and extrarole performance.
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Affiliation(s)
- Weilin Su
- School of Literature, Capital Normal University, People's Republic of China
| | - Fujun Xiao
- Graduate School of Education, Beijing Foreign Studies University, People's Republic of China
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7
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Yuanyuan C, Yahya F, Waqas M, Hongbo L. Do Visionary-Feedback Seeking CEOs Enhance Firm Sustainability Through Eco-Innovation? A Moderated Mediation Model. Front Psychol 2022; 12:750885. [PMID: 35173645 PMCID: PMC8841869 DOI: 10.3389/fpsyg.2021.750885] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/31/2021] [Accepted: 12/13/2021] [Indexed: 12/02/2022] Open
Abstract
Based on upper echelons, paradox, and social capital theory, this study extends the association of CEO vision articulation and feedback-seeking behavior with firm sustainability by identifying the mediating role of eco-innovation and top management team (TMT) boundary-spanning behavior as a moderator. By analyzing the data of mid-sized to large Chinese firms using hierarchical regression and bootstrapping-based moderated path analysis, we found that product and process eco-innovation mediates the link between CEO vision articulation and firm sustainability while CEO feedback-seeking behavior enhances firm's sustainability through product eco-innovation only. Finally, conditional indirect effects show the vital role of TMT boundary-spanning behavior in facilitating CEOs to improve the firm's long-term sustainability through eco-innovation.
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Affiliation(s)
- Cheng Yuanyuan
- School of Management, Jiangsu University, Zhenjiang, China
- School of Finance and Business, Zhenjiang College, Zhenjiang, China
| | | | - Muhammad Waqas
- Department of Business Administration, Institute of Southern Punjab, Multan, Pakistan
| | - Li Hongbo
- School of Management, Jiangsu University, Zhenjiang, China
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8
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Lee J, Wessel JL. Is Feminist Identity Beneficial for Women’s Career Aspirations? Examining Feminist Identity Profiles. PSYCHOLOGY OF WOMEN QUARTERLY 2022. [DOI: 10.1177/03616843211055445] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Using latent profile analysis, we examined whether different feminist identity profiles are differentially related to career-related cognitions among women. We identified profiles of feminist identity based on feminist attitudes, feminist self-identification, and participation in feminist activism. In addition, we examined whether the profiles are differentially related to women’s career aspirations, anticipated family-interference-with-work, and willingness to compromise career for family. In Study 1, three profiles of feminist identity (Non-labeler, Passive feminist, and Active feminist) emerged from responses of 282 female undergraduate and graduate students ( Mage = 20.47). In Study 2, three profiles of feminist identity (Non-feminist, Non-labeler, and Active feminist) emerged from responses of 490 adults recruited from Mechanical Turk ( Mage = 38.62). Results showed that the profiles characterized by stronger feminist self-identification were more positively related to women’s career-related cognitions than the profiles characterized by weaker feminist self-identification. Moreover, the profiles characterized by stronger participation in feminist activism were more positively associated with career-related cognitions. These findings suggest a potential benefit of feminist identity and participation in feminist activism for women’s career aspirations.
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Affiliation(s)
- Jaeeun Lee
- Department of Psychology, University of Maryland, College Park, MD, USA
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9
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Su W, Yuan S, Qi Q. Different Effects of Supervisor Positive and Negative Feedback on Subordinate In-Role and Extra-Role Performance: The Moderating Role of Regulatory Focus. Front Psychol 2022; 12:757687. [PMID: 35069334 PMCID: PMC8776992 DOI: 10.3389/fpsyg.2021.757687] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/12/2021] [Accepted: 12/13/2021] [Indexed: 11/21/2022] Open
Abstract
As an important tool for supervisors to intervene subordinates’ work and influence their performance, supervisor feedback has gradually become a new academic research hotspot. In this study, we build and verify a theoretical model to explore the different effects of supervisor positive and negative feedback on subordinate in-role and extra-role performance, and the moderating role of regulatory focus in these relationships. With data from pairing samples of 403 Chinese employees and their direct supervisors, the results indicate that supervisor positive feedback is positively related to subordinate in-role and extra-role performance. Supervisor negative feedback is positively related to subordinate in-role performance and negatively related to subordinate extra-role performance. Regulatory focus of subordinate can moderate the influence of supervisor positive feedback on subordinate in-role and extra-role performance, but it cannot moderate the influence of supervisor negative feedback on subordinate in-role and extra-role performance. That means when subordinates have promotion focus, the influence of supervisor positive feedback on their in-role performance and extra-role performance was stronger than those with prevention focus. These results further enrich the research on the relationship between supervisor feedback and subordinate performance, especially the different effects of positive and negative feedback from supervisor on subordinate with different regulatory focus. All conclusions from the analyses above not only further verify and develop some previous points on supervisor feedback and subordinate performance, but also derive certain management implications for promoting subordinate in-role and extra-role performance from the perspective of supervisor positive and negative feedback.
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Affiliation(s)
- Weilin Su
- School of Literature, Capital Normal University, Beijing, China
| | - Shuai Yuan
- School of Management Engineering and Business, Hebei University of Engineering, Handan, China
| | - Qian Qi
- School of Artificial Intelligence, Beijing University of Posts and Telecommunications, Beijing, China
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10
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Katz IM, Rauvola RS, Rudolph CW. Feedback environment: A meta‐analysis. INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT 2021. [DOI: 10.1111/ijsa.12350] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/14/2022]
Affiliation(s)
- Ian M. Katz
- Department of Psychology Old Dominion University Norfolk Virginia USA
| | | | - Cort W. Rudolph
- Department of Psychology Saint Louis University St. Louis Missouri USA
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11
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Linkage between Leaders’ Behaviour in Performance Management, Organisational Justice and Work Engagement in Public Sector. ECONOMIES 2021. [DOI: 10.3390/economies9010015] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
In the last decade, leaders’ behaviour in performance management has been gaining increasing attention, arguing that it is beneficial in terms of improved employee attitudes, behaviour, and performance in the public sector. However, empirical support for such claim is still scant. Given the relevance of work engagement and organisational justice in the public sector and acknowledging a worldwide employee engagement crisis, the paper aims at revealing the linkage between leaders’ behaviour in performance management, organisational justice, and employee engagement in the public sector. In doing this, quantitative data were collected in a survey from employees working in the public sector in Lithuania (299 responses). The findings showed that goal setting and feedback had a significant and positive effect on employee engagement, supporting the theoretical notion that leaders’ behaviour in performance management was crucial in engaging people. As it was expected, goal setting and feedback had a positive effect on organisational justice; meanwhile, organisational justice significantly and positively predicted employee engagement. Turning to the mechanism by which leaders’ behaviour influences work engagement, it seems that organisational justice partly mediated the relationships between goal setting and employee engagement and fully mediated the relationships between feedback and work engagement. These findings affirm that public sector should strive for improving the leaders’ behaviour in performance management as it in turn might impact overall organisational performance.
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12
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Zhang TT, Li MM. Does Feedback Seeking Help Safety Performance Improvement? The Role of Consideration of Future Consequence. Front Psychol 2021; 12:630669. [PMID: 33584486 PMCID: PMC7876442 DOI: 10.3389/fpsyg.2021.630669] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/19/2020] [Accepted: 01/05/2021] [Indexed: 11/13/2022] Open
Abstract
The purpose of this paper is to examine how feedback seeking impact safety performance through feedback environment and the moderating role of consideration of future consequence. Correlation data were collected from 202 participants in three industries of China. Results indicate that feedback seeking is positively associated with feedback environment and safety performance, the feedback environment mediated the relationship between feedback seeking and safety performance. However, the positive effect of feedback environment on safety performance is more significant when consideration of future consequence is high. Overall, the findings highlight the critical importance of individual features in the research on safety performance. The conclusion is conducive to a more detailed understanding of the antecedents that affect safety performance and provides a new perspective for the improvement of safety performance.
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Affiliation(s)
- Tian-tian Zhang
- School of Economics and Management, University of Science and Technology Beijing, Beijing, China
| | - Miao-miao Li
- School of Economics and Management, Beijing Information Science and Technology University, Beijing, China
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13
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Chawla N, Gabriel AS, Rosen CC, Evans JB, Koopman J, Hochwarter WA, Palmer JC, Jordan SL. A person‐centered view of impression management, inauthenticity, and employee behavior. PERSONNEL PSYCHOLOGY 2020. [DOI: 10.1111/peps.12437] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
- Nitya Chawla
- Department of Management, Mays Business School Texas A&M University College Station Texas USA
| | - Allison S. Gabriel
- Department of Management & Organizations, Eller College of Management University of Arizona Tucson Arizona USA
| | - Christopher C. Rosen
- Department of Management, Sam M. Walton College of Business University of Arkansas Fayetteville Arkansas USA
| | - Jonathan B. Evans
- Organizational Behavior and Human Resources Division, Sauder School of Business University of British Columbia Vancouver British Columbia Canada
| | - Joel Koopman
- Department of Management, Mays Business School Texas A&M University College Station Texas USA
| | - Wayne A. Hochwarter
- Department of Management, College of Business Florida State University Tallahassee Florida USA
| | - Joshua C. Palmer
- Michael A. Leven School of Management, Entrepreneurship and Hospitality Kennesaw State University Kennesaw Georgia USA
| | - Samantha L. Jordan
- Department of Management, College of Business Florida State University Tallahassee Florida USA
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14
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Latent profile analysis: A review and “how to” guide of its application within vocational behavior research. JOURNAL OF VOCATIONAL BEHAVIOR 2020. [DOI: 10.1016/j.jvb.2020.103445] [Citation(s) in RCA: 160] [Impact Index Per Article: 40.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/17/2023]
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15
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A multilevel leadership process framework of performance management. HUMAN RESOURCE MANAGEMENT REVIEW 2019. [DOI: 10.1016/j.hrmr.2018.10.001] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/10/2023]
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16
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Gong Z, Li T. Relationship between feedback environment established by mentor and nurses' career adaptability: A cross-sectional study. J Nurs Manag 2019; 27:1568-1575. [PMID: 31433889 DOI: 10.1111/jonm.12847] [Citation(s) in RCA: 18] [Impact Index Per Article: 3.6] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/13/2019] [Revised: 08/12/2019] [Accepted: 08/19/2019] [Indexed: 11/29/2022]
Abstract
AIM The aim of this study was to explore nurses' feedback seeking, the contextual issues established by mentors and career adaptability in a Chinese context. In addition, this research explored the moderating role of nurses' political skill. BACKGROUND Mentors play a direct, important and distinct role in supporting mentees. However, little is known about the relationship between the contextual elements of mentor feedback and nurses' career adaptability. DESIGN This study was based on cross-sectional data collected from 303 frontline nurses. METHOD SPSS 22.0 was used for correlation and regression analysis, and the SPSS PROCESS macro was used for mediating, moderating and conditional process analysis. RESULTS Feedback environment established by the mentor is associated with nurses' feedback-seeking behaviour and career adaptability. The indirect association of feedback environment with career adaptability via feedback seeking is stronger for employees with high political skill than those with low political skill. CONCLUSION When mentors create a suitable context for feedback, nurses' career adaptability can be enhanced through feedback seeking, especially for nurses with high political skill. IMPLICATIONS FOR NURSING MANAGEMENT Nurse managers should strive to build a supportive feedback environment established by mentor. It is necessary to improve nurses' political skills.
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Affiliation(s)
- Zhenxing Gong
- School of Business, Liaocheng University, Liaocheng, China
| | - Tiantian Li
- School of Business, Liaocheng University, Liaocheng, China
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17
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Su W, Lin X, Ding H. The Influence of Supervisor Developmental Feedback on Employee Innovative Behavior: A Moderated Mediation Model. Front Psychol 2019; 10:1581. [PMID: 31338055 PMCID: PMC6629885 DOI: 10.3389/fpsyg.2019.01581] [Citation(s) in RCA: 29] [Impact Index Per Article: 5.8] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/11/2019] [Accepted: 06/24/2019] [Indexed: 11/13/2022] Open
Abstract
Previous scholars have recognized the critical role of supervisors in stimulating employee innovative behavior, although it is still unclear whether and how supervisor developmental feedback impacts employee innovative behavior. To resolve this issue, the present study develops and verifies a moderated mediation model to explore the positive influence of supervisor developmental feedback on employee innovative behavior via creative self-efficacy, as well as the moderating role of a supervisor’s organizational embodiment in this process. Analyses of the multi-time data from 375 employees indicate that supervisor developmental feedback is positively associated with employee innovative behavior via his/her creative self-efficacy. Moreover, a supervisor’s organizational embodiment moderates the influence of supervisor developmental feedback on employee creative self-efficacy and the mediating role of creative self-efficacy. From these analyses, the present study not only further develops several views of pervious research in the field of supervisor feedback and employee innovation, but also provides a potential managerial way to promote employee innovative behavior from the perspective of supervisor feedback.
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Affiliation(s)
- Weilin Su
- School of Labor and Human Resources, Renmin University of China, Beijing, China
| | - Xinqi Lin
- School of Labor and Human Resources, Renmin University of China, Beijing, China
| | - He Ding
- School of Economics and Management, North China Electric Power University, Beijing, China
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18
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Chawla N, Gabriel AS, da Motta Veiga SP, Slaughter JE. Does feedback matter for job search self‐regulation? It depends on feedback quality. PERSONNEL PSYCHOLOGY 2019. [DOI: 10.1111/peps.12320] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Nitya Chawla
- Department of Management and OrganizationsEller College of ManagementUniversity of Arizona Tucson Arizona
| | - Allison S. Gabriel
- Department of Management and OrganizationsEller College of ManagementUniversity of Arizona Tucson Arizona
| | | | - Jerel E. Slaughter
- Department of Management and OrganizationsEller College of ManagementUniversity of Arizona Tucson Arizona
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19
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Cheung F, Lun VMC, Cheung MWL. Emotional Labor and Occupational Well-Being: Latent Profile Transition Analysis Approach. Front Psychol 2018; 9:1084. [PMID: 30018579 PMCID: PMC6037985 DOI: 10.3389/fpsyg.2018.01084] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/02/2018] [Accepted: 06/07/2018] [Indexed: 12/03/2022] Open
Abstract
This study used the latent profile transition analysis (LPTA) to analyze whether emotional labor profiles change across time and how these profiles relate to occupational well-being (i.e., job satisfaction, quality of work life, psychological distress, and work-family conflict). A total of 155 full-time Chinese employees completed the questionnaire survey at two time points. Three latent profiles were identified at Time 1 and the same profiles were replicated at Time 2. We determined that the majority of the participants retained the original profiles. Lastly, occupational well-being differed significantly across the identified profiles. The limitations and implications of this study were also provided.
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Affiliation(s)
- Francis Cheung
- Department of Applied Psychology, Lingnan University, Tuen Mun, Hong Kong
| | - Vivian M. C. Lun
- Department of Applied Psychology, Lingnan University, Tuen Mun, Hong Kong
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Abstract
Person-centered approaches to organizational scholarship can provide critical insights into how sets of related constructs uniquely combine to predict outcomes. Within micro topics, scholars have begun to embrace the use of latent profile analysis (LPA), identifying constellations of constructs related to organizational commitment, turnover intentions, emotional labor, recovery, and well-being, to name a few. Conversely, macro scholars have utilized fuzzy set qualitative comparative analysis (fsQCA) to examine numerous phenomena, such as acquisitions and business strategies, as configurations of explanatory conditions associated with firm-level outcomes. What remains unclear, however, is the extent to which these two approaches deliver similar versus unique insights when applied to the same topic. In this paper, we offer an overview of the ways these two methods converge and diverge, and provide an empirical demonstration by applying both LPA and fsQCA to examine a multidimensional personality construct—core self-evaluations (CSE)—in relation to job satisfaction. In so doing, we offer guidance for scholars who are either choosing between these two methods, or are seeking to use the two methods in a complementary, theory-building manner.
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Affiliation(s)
- Allison S. Gabriel
- Department of Management and Organizations, Eller College of Management, University of Arizona, Tucson, AZ, USA
| | - Joanna Tochman Campbell
- Department of Management, Carl H. Lindner College of Business, University of Cincinnati, Cincinnati, OH, USA
| | - Emilija Djurdjevic
- Department of Entrepreneurial Management and Law, College of Business Administration, University of Rhode Island, Kingston, RI, USA
| | - Russell E. Johnson
- Department of Management, Eli Broad College of Business, Michigan State University, East Lansing, MI, USA
| | - Christopher C. Rosen
- Department of Management, Sam M. Walton College of Business, University of Arkansas, Fayetteville, AR, USA
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