What Makes Performance Feedback Seem Just? Synchronicity, Channel, and Valence Effects on Perceptions of Organizational Justice in Feedback Delivery

Abstract

Because organizations may increasingly utilize a variety of different methods to communicate with employees both on- and off-site, performance feedback may not continue to be bound to traditional face-to-face interaction. Knowing how channel and synchronicity may affect perceptions of feedback may be very useful to organizations and supervisors as the use of alternative work arrangements increases. This study was conducted to learn more about the delivery of performance feedback to employees and what would cause them to feel justly versus unjustly treated by their supervisors. Synchronicity, channel, and valence effects on perceptions of justice in feedback delivery were examined through a fully crossed 2 × 2 × 2 design of 447 participants. Findings suggest that positive feedback and delivery via phone call rather than text message were associated with higher perceptions of organizational justice. Practical implications for organizations are also addressed.