Article2006

Upward feedback and its contribution to employees' feeling of self‐determination

22 citations0/0 files storedJournal of Workplace Learning

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Human Resource Development and Performance Evaluation Job Satisfaction and Organizational Behavior Innovative Education and Learning Practices

Abstract

Purpose The paper seeks to show that self‐determination is a widely regarded motivational variable in educational research that relates to intrinsically motivated, self‐directed learning at work. This study aimed to find out whether the possibility to provide upward feedback to supervisors contributes to employees' feelings of self‐determination. This should only be the case if the subordinates perceive the possibility to provide feedback as a serious possibility of influence and improvement. Design/methodology/approach The paper finds that in a cross‐sectional case study, 76 employees from a high‐tech industry enterprise were surveyed for their perception of upward feedback and their feeling of self‐determination by questionnaire. Self‐determination was measured by the support of the intrinsic needs of autonomy, competence and social relatedness at the workplace. Findings The paper finds that, as expected, the perceived quality of the upward feedback is related positively to self‐determination. Employees who perceive the upward feedback as a chance for improving their working conditions also perceive more support of autonomy, competence and social relatedness at their workplace. Research limitations/implications In the paper the correlative design allows no conclusions about the direction of causality between the perceived quality of the upward feedback and self‐determination. Further, due to the design the results are limited to the specific field. Originality/value The paper delivers a new aspect of the role of feedback for learning in organisations by casting light on beneficial effects for the provider of the feedback, not the receiver. It emphasises the role of empowerment and participation for establishing an organisational climate that fosters motivation and learning, and shows the possible contribution of upward feedback in this process.

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References

2005Self‐determination theory and work motivation 2002Overview of self-determination theory: An organismic-dialectical perspective.1994Facilitating Internalization: The Self‐Determination Theory Perspective 1989Self-determination in a work organization.2000Non‐formal learning and tacit knowledge in professional work 2004Intrinsic Need Satisfaction: A Motivational Basis of Performance and Weil‐Being in Two Work Settings 1 1979Consequences of individual feedback on behavior in organizations.2001Learning through work: workplace affordances and individual engagement

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