The role of feedback in supervisor and workgroup identification

Abstract

Purpose – The purpose of this paper is to examine the extent to which two factors are associated with identification, the feedback environment and feedback seeking: two forms of identification, supervisor identification and workgroup identification, were linked to matching sources of feedback environment and feedback seeking. Design/methodology/approach – An empirical study was carried out with a sample of working students representing a variety of industries in the USA. Students (n=256) completed a written questionnaire. Structural equation modeling was used to analyze the data. Findings – Results indicated that feedback seeking frequency partially mediated the effect of supervisor feedback environment on supervisor identification. Similarly, feedback seeking partially mediated the effect of coworker feedback environment on workgroup identification. Research limitations/implications – Despite a cross-sectional design, these results support the role of feedback as a primary explanatory mechanism for how people can come to identify with multiple targets in their work environment. Practical implications – In order to increase employee identification, organizations should train their managers to engage in contextual behaviors that support the feedback seeking process. Additionally, organizations may want to reinforce these coaching behaviors by incorporating them into the performance appraisal process for managers. Originality/value – The vast majority of identification research has examined why people come to identify with targets in their work environment. This study represents one of the first to examine how people come to identify with those sources, fulfilling an important gap in the literature.