Abstract
Studies on feedback management behaviours such as feedback-seeking behaviour (FSB) and feedback-avoiding behaviour (FAB) have developed relatively independently from the broader feedback literature. Little is known about how the feedback that individuals receive affects their subsequent feedback management behaviours. We propose an overarching framework that integrates conservation of resources theory with the cognitive-affective processing system framework to determine why and when supervisor negative feedback affects employees’ FSB and FAB. Data was collected at two points in time from 220 employees of a manufacturing enterprise in China. As anticipated, employee organisation-based self-esteem mediated the negative effects of supervisor negative feedback on employees’ FSB, while frustration mediated its positive effect on FAB. Leader-member exchange serves as a double-edged sword for employees, as it weakens the negative effects of supervisor negative feedback on employees’ organisation-based self-esteem, while strengthening the positive relationship between supervisor negative feedback and frustration. The theoretical and practical implications of the findings are discussed.
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call