Not one, two, or three, it takes several supervisory feedback characteristics for effective feedback: a latent profile analysis and experimental vignette

Abstract

This study examined the impact of supervisory feedback and employee characteristics on feedback effectiveness. First, utilizing a person-centered approach, I conducted latent profile analysis to check for the number of supervisory feedback latent profiles within the sample. Second, I used a within-subjects experimental vignette to check for the effects of supervisory feedback profiles on employee feedback processing. I also employed feedback sign as a moderator and employee task processes and meta-processes as mediating variables. These relationships were investigated in a mixed-population sample (N = 452; Mage= 34.75 years, SDage = 10.35). For instance, the relative indirect effects of medium-quality SF (compared to low-quality SF) on perceived accuracy through task processes and meta-processes were significant (ab = 0.50, SE = 0.13, and 95% CI [.23, .36] and ab = 0.44, SE = 0.14, and 95% CI [0.21, 0.47], respectively). No moderating effect was found for the feedback sign. Findings suggest supervisors and employees can benefit from training focused on improving feedback quality and processing.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 1 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.