Listening first, feedback later

Kluger, Avraham N.; Lehmann, Michal

doi:10.1108/mrjiam-12-2017-0797

Cited by 7 publications

(5 citation statements)

References 33 publications

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“…Consequently, the results highlighted that reaction to feedback plays a central role in the performance management systems and its consequences, being mandatory to guarantee employees' job satisfaction (García et al. , 2019; Kluger and Lehmann, 2018).…”

Section: Discussionmentioning

confidence: 99%

“…The employee's reaction to feedback will impact both the relationship with the supervisor and job satisfaction (García et al. , 2019; Kluger and Lehmann, 2018). The benefit of evaluation and feedback will depend on how employees respond to the feedback since the satisfaction toward it will determine their reaction toward the organization and work behavior (Zhang and Zheng, 2009).…”

Section: Introductionmentioning

confidence: 99%

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The role of reaction to feedback in the relationship between performance management, job satisfaction and the leader–member exchange (LMX)

Cesário

Rodrigues

Castanheira

et al. 2022

EMJB

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PurposeDue to the importance of performance management in any organizational structure, the present study aims to analyze the mediating role of an employee's reaction to the employee's supervisor' feedback on the impact of the performance management system on job satisfaction and supervisor–employee relationship.Design/methodology/approachA quantitative study was conducted, with data collected by questionnaire, where 1815 workers from a customer service company in Portugal participated and with the data analyzed using structural equation model.FindingsThree effects were observed in this study: first, the importance of performance management on the reaction to feedback and on the supervisor–employee relationship; second, reaction to feedback fully mediated the effect of performance management on job satisfaction and third, reaction to feedback partially mediated the effect of the performance management on the supervisor–employee relationship.Originality/valueDespite the growing interest in research on performance management, this study suggests that there are still some areas in need of additional research attention, namely on the important role that adequate feedback to the employee on his/her performance can have. Implications for research on performance management are developed.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The role of reaction to feedback in the relationship between performance management, job satisfaction and the leader–member exchange (LMX)

Cesário

Rodrigues

Castanheira

et al. 2022

EMJB

View full text Add to dashboard Cite

show abstract

“…Our work further signals a need for considering feedback and feedback seeking as a more continuous and complementary set of processes. The majority of previous studies in this field have adopted a rather one‐sided approach and neglected to explore whether feedback seeking can instigate an ongoing learning process between seekers and targets (Anseel & Brutus, 2019; Kluger & Lehmann, 2018).…”

Section: Discussionmentioning

confidence: 99%

Seeking and finding justice: Why and when managers' feedback seeking enhances justice enactment

2020

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Summary There is growing recognition that justice enactment is a complex activity and that managers face significant contextual and situational roadblocks when attempting to enact justice. However, research has not fully examined how managers, in the course of their jobs, can (a) identify and respond to justice‐related issues and (b) assemble and synthesize relevant information required to act in a manner consistent with justice rules. To begin addressing these concerns, we posit feedback seeking as a key managerial behavior that can facilitate greater justice enactment because it promotes the flow of both solicited and unsolicited information from employees to managers. Such information flows enhance the saliency of fairness goals and allow managers to learn about employees' contextualized needs in ways that facilitate increased justice enactment. However, we argue that these effects are less likely to occur when feedback‐seeking managers have lower generalized self‐efficacy. An analysis of archival data (NManagers = 8,706, NEmployees = 40,830), a study with manager–employee dyads (N = 181), and a time‐separated study of managers (N = 196) provide preliminary evidence in line with these arguments. We discuss the implications of our theory and findings with respect to the justice and feedback‐seeking literature.

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“…Active listening is another area which is gaining fast acceptance in the workplace. Supervisors engaging in active listening help employees to speak about their fears openly, which helps them to analyze and devise various coping strategies to mitigate (Kluger and Lehmann, 2018).…”

Section: Contribution To Practicementioning

confidence: 99%

Coping strategies mediating the effects of job insecurity on subjective well-being, leading to presenteeism: an empirical study

Nath

Rai

Bhatnagar

et al. 2023

IJOA

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Purpose This study aims to explore how coping strategies (CS) mediate the relationship between job insecurity (JI) and subjective well-being (SWB) leading to presenteeism among millennials. This study has been tested based on the conservation of resources theory (Hobfoll, 2001) and the transactional theory of stress and coping (Lazarus and Folkman, 1984). In India, employees in the information technology (IT) and business process management sectors have been facing increased job insecurity over the last couple of years. The advent of technology has increased job insecurity among millennials, specifically in the IT sector. The Indian IT and information technology–enabled service (ITES) sector witnessed mass retrenchments by companies in 2016–2017. Instead of reskilling, the companies decided to lay off their employees. During the pandemic, the IT and ITES industries witnessed a massive culture shift in terms of technology and work engagement. Postpandemic, the recession is looming large on these industries. In 2022, tech layoffs have witnessed 135,000 employees impacted globally and many may lose their job in the coming year. This study chose Indian millennials because they form a large part of the Indian workforce, especially in the IT and ITES sector. Design/methodology/approach In this study, cross-sectional design is used where different individuals are part of the study at the same point in time. A sequential mixed method of research is adopted for this study, owing to the kind of research questions and the requirement to include critical realism. A qualitative study was carried out post the quantitative study, to corroborate the results from the quantitative study. Quantitative methodologies address questions about causality, generalizability or magnitude of outcome, whereas qualitative research methodologies explore why or how a phenomenon occurs, describe the nature of an individual’s experience during the study relevant to the context and/or develop a theory (Fetters et al., 2013). Because the study is about the millennial workforce in IT and the ITES sectors, the sample population comprised employees in Delhi and the national capital region (NCR) of Delhi in northern India. Out of a total of 374 ITES companies listed in the national association of software and service companies (2018), 103 are based out of Delhi/NCR; hence, companies from Delhi/NCR were chosen for the study. The other reason for opting for companies based in Delhi/NCR was that many millennials from second- and third-tier cities also are employed in these companies bringing in varied cultural perspectives. This study included 588 employees working in ITES organizations based in the National Capital Region of India. Mediation analysis for statistical verification was carried out with regression-based analysis in SPSS macro process (version 4). Findings The impact of job insecurity on the positive and negative affects of the subjective well-being of millennials was found to be substantial. Coping strategies moderated the relationship and it was seen that both engaged and disengaged strategies of coping had an impact on the positive affect of subjective well-being but did not have any impact on the negative affect of subjective well-being. The positive affect of subjective well-being was negatively related to presenteeism, and the negative affect of subjective well-being was positively related to presenteeism. Research limitations/implications This study is carried out only in the ITES industry and on millennials. With the advent of technology, other industries are going through challenges concerning layoffs even though the severity of the same might be less. In times to come, for strategizing employee engagement, it is necessary to understand how the workforce copes with various work-related stress factors. The positive affects and negative affects of well-being and responses have been studied from an employee perspective only. Further research should be conducted to explore responses from both employers and employees to establish presenteeism and the antecedents of presenteeism in conjunction with positive and negative affects of well-being. There is further scope to study the impact of job insecurity on adaptive presenteeism in older generations and various industries given the current job scenario and talent-reskilling issues. Practical implications This study brings forth original insights into the impact of constant job threats on millennials employed in the IT and/or IT service sectors. The key findings contribute to literature knowledge and help managers recognize the unfavorable consequences of continuous job threats on the well-being of employees. There is an immediate need for managers to recognize the problem and devise various policies and communication strategies to enable millennial employees to cope with the constant changes in the organization, owing to various technological, political and environmental factors. Organizations should be mindful of this impact, which can subsequently have serious consequences on the productivity of the employees, resulting in decreased overall performance and health of the organization. Originality/value This study of job insecurity as a job stressor, triggering coping strategies in Indian millennials working in the ITES and IT industry, presents original insights. This study explores and presents how the impact of job insecurity may increase presenteeism as a result of coping. This study brings value to practitioners and this study may help organizations improve the overall well-being of their employees, thus improving productivity. On the contrary, it also opens opportunities for exploring the impact of job insecurity as a challenge stressor.

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Listening first, feedback later

Cited by 7 publications

References 33 publications

The role of reaction to feedback in the relationship between performance management, job satisfaction and the leader–member exchange (LMX)

The role of reaction to feedback in the relationship between performance management, job satisfaction and the leader–member exchange (LMX)

Seeking and finding justice: Why and when managers' feedback seeking enhances justice enactment

Coping strategies mediating the effects of job insecurity on subjective well-being, leading to presenteeism: an empirical study

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