Article1984

FACE SUPPORT IN CONTROLLING POOR PERFORMANCE

Gail Theus Fairhurst · Stephen G. Green · B. Kay Snavely

49 citations0/0 files storedHuman Communication Research

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Language, Discourse, Communication Strategies Employee Performance and Management Job Satisfaction and Organizational Behavior

Abstract

The purpose of this study was to describe the use of face support in managerial communication on controlling poor performance. Face support was defined according to the degree of approval (positive face) and the degree of freedom given to poor performers to define a course of action (autonomy). Seventy bank branch managers were interviewed about a recent performance problem they had at tempted to control. Managers' use of positive face and autonomy strategies suggested punitive and problem solving styles of control. Further, an overall performance rating of the employee was positively correlated with use of positive face support and use of autonomy was positively correlated with the length of time between problem recurrence.

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References

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2012Conversation Analysis in Dialogue With Stocks of Interactional Knowledge: Facework and Appraisal Interviews 2009Feedback and Fairness: The Relationship Between Negative Performance Feedback and Organizational Justice 1986Male-Female Communication on the Job: Literature Review and Commentary 1998Telling it like it isn't — exploring an instance of pragmatic ambivalence in supervisory discourse 1993Managing social predicaments created by others: A comparison of Japanese and American facework 2002

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