Feeling shame in the workplace: Examining negative feedback as an antecedent and performance and well‐being as consequences

Lu, Xiaorong; Sun, Jianzhong; Jepsen, Denise M.

doi:10.1002/job.2553

Cited by 46 publications

(37 citation statements)

References 106 publications

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“…Research also links a follower’s decision whether to seek feedback (or not) from a leader to the leader’s credibility (Chun et al , 2014). This is due to the daily effects of shame on employee well-being and performance (Daniels and Robinson, 2019), owing to negative feedback received from abusive supervisors (Shen et al , 2019; Xing et al , 2021). The negative effects of such an organisational shame (Daniels and Robinson, 2019) on employee commitment (Audenaert et al , 2021), FSB and LMX quality (Auh et al , 2019; Audenaert et al , 2021) have been emphasised.…”

Section: Literature Reviewmentioning

confidence: 99%

The antecedents of leader-member-exchange (LMX) relationships in African context: the influence of the supervisor’s feedback delivery-tactic

Alo

Arslan

2022

IJOA

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Purpose The current paper aims to analyse the antecedents of leader–member exchange relationships (LMX) by specifically focusing on the influence of the supervisor’s feedback delivery tactic. Design/methodology/approach This study uses qualitative research methods with primary interviews as the main data source. Primary interviews with 40 managers from top supermarkets in Nigeria, South Africa and the UK were undertaken. Findings The authors found that both high-quality positive feedback and constructive criticisms produced the same feelings – more positive interpersonal relationships with their supervisors, higher levels of commitment to their organisations, higher job satisfaction and thus, high-quality LMX relationships. Where criticisms were delivered without greater interpersonal treatment, feedback was perceived as negative, and participants revealed lack of job satisfaction, lack of commitment to their organisations, poor interpersonal relationship with their supervisors, high turnover intent and thus low-quality LMX relationship. Originality/value To the best of the authors’ knowledge, the current paper is one of the first studies to highlight the consequences of different feedback delivery tactics on subsequent LMX quality particularly in African context. The authors specifically develop a process-based model of enhancing high-quality LMX, which shows the role of the supervisor’s feedback delivery tactic in the process. The authors also develop a process-based model that illustrates how negative/unconstructive feedback could result in a low-quality LMX. Finally, to the best of the authors’ knowledge, this paper is also one of the first to offer a comparative assessment between African and British (the UK) empirical settings and highlight some interesting dynamics concerning LMX quality and role of supervisor’s feedback delivery tactic.

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Section: Literature Reviewmentioning

confidence: 99%

The antecedents of leader-member-exchange (LMX) relationships in African context: the influence of the supervisor’s feedback delivery-tactic

Alo

Arslan

2022

IJOA

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“…The failure to engage in a reparative process makes individuals carry on with their behaviors, and intensify their future moral emotional burdens about the events triggered by these [147]. Indeed, Xi et al [155] reported that shamed employees increased emotional exhaustion.…”

Section: Responsementioning

confidence: 99%

Shame in Cyber Security: Effective Behavior Modification Tool or Counterproductive Foil?

Renaud

Searle

Dupuis

2021

New Security Paradigms Workshop

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Organizations often respond to cyber security breaches by blaming and shaming the employees who were involved. There is an intuitive natural justice to using such strategies in the belief that the need to avoid repeated shaming occurrences will encourage them to exercise more care. However, psychology highlights significant short-and long-term impacts and harmful consequences of felt shame. To explore and investigate this in the cyber domain, we asked those who had inadvertently triggered an adverse cyber security incident to tell us about their responses and to recount the emotions they experienced when this occurred. We also examined the impact of the organization's management of the incident on the "culprit's" future behaviors and attitudes. We discovered that those who had caused a cyber security incident often felt guilt and shame, and their employers' responses either exacerbated or ameliorated these negative emotions. In the case of the former, there were enduring unfavorable consequences, both in terms of employee well-being and damaged relationships. We conclude with a set of recommendations for employers, in terms of responding to adverse cyber security incidents. The aim is to ensure that negative emotions, such as shame, do not make the incident much more damaging than it needs to be. CCS CONCEPTS• Security and privacy → Social aspects of security and privacy; Usability in security and privacy; • Applied computing → Psychology; Sociology.

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“…Xing, Sun 1 stated that the most apparent factor in organisational psychology research is an overemphasis on mood at the workplace. Since then, researchers have started to adopt a more realistic perspective to study emotions in corporate life.…”

Section: Introductionmentioning

confidence: 99%

“… 6 , 7 Shame is a relevant but understudied emotion that deserves more attention. 1 Understanding organisational shame is essential for several reasons. Organisational settings provide fertile grounds for the formation and maintenance of our identities.…”

Section: Introductionmentioning

confidence: 99%

“… 9 It is possible to feel embarrassed at work due to daily events, such as performance evaluations, supervisor behavior, shifting in hierarchical structures, and motivating and rewarding systems. 1 Shame may be elicited unintentionally. However, it can also be produced consciously through particular interactions and actions (Mayer, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Shame: Does It Fit in the Workplace? Examining Supervisor Negative Feedback Effect on Task Performance

Zada¹,

Khan²,

Saeed³

et al. 2022

PRBM

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Purpose One of the most exciting aspects of organisational psychology is the study of shame and the factors that lead up to it. The purpose of this study was to examine the relation between supervisor negative feedback and task performance. Further, we examined the mediating role of shame between supervisor negative feedback and task performance and the moderating role of self-esteem. Methods Employees working full-time in educational institutions across Pakistan were selected to collect data from the respondents. By using a convenience sampling technique, 258 employees participated in the study. The data were collected in three phases to reduce the problem of the common variance bias. Direct paths were tested by using simple linear regression (SPSS V.25). Hayes (2017) PROCESS macro model 4 was used for mediation and model 1 for moderation. Results The findings revealed that negative feedback from supervisors is linked positively with employees’ task performance. Further, shame partially mediates the relation between supervisor negative feedback and tas performance. When self-esteem is high, negative feedback and task performance were more strongly associated than low. Discussion This study has theoretical and practical implications and is based on the well-known theory of psychology ie affective events theory (AET), which states that workplace events cause emotions, influencing work attitudes and actions. This study fills the gap which is unknown to the scholars and practitioners in understanding that supervisor negative feedback is helpful to enhance employee task performance via feeling shame.

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Feeling shame in the workplace: Examining negative feedback as an antecedent and performance and well‐being as consequences

Cited by 46 publications

References 106 publications

The antecedents of leader-member-exchange (LMX) relationships in African context: the influence of the supervisor’s feedback delivery-tactic

The antecedents of leader-member-exchange (LMX) relationships in African context: the influence of the supervisor’s feedback delivery-tactic

Shame in Cyber Security: Effective Behavior Modification Tool or Counterproductive Foil?

Shame: Does It Fit in the Workplace? Examining Supervisor Negative Feedback Effect on Task Performance

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