Does E-mail Facilitate Negative Performance Feedback Giving?: Supervisor and Subordinate Responses Compared via the Concept of Social Accountability

Abstract

With full- or part-time employees in Hong Kong as subjects, two studies examined how supervisors (n = 113) and subordinates (n = 145) reacted to a feedback scenario under the social accountability conditions depicted by a 2 (Valence: Positive or Negative) × 2 (Medium: FTF or e-mail) factorial design. Message valence explained greater variance than did medium, and e-mail was viable in mitigating both accountability-related reactions. Negative feedback, compared to positive feedback, created higher accountability that led participants in the role of a manager to feel greater anxiety and pressure, to perceive less effective message delivery and image and relationship management, and more likely to anticipate accountable behaviors. The perceptions by subordinate-subjects largely mirrored those by supervisor-subjects.