The Relationship between Performance Feedback Dimensions and Subordinates' Performance and Satisfaction

Abstract

This study has tried to investigate two important aspects of performance feedback: (1) the degree of agreement between the perceptions held by a sample of immediate supervisors regarding their behavior vis-à-vis a number of performance feedback dimensions, and the perceptions of their subordinates regarding the same dimensions. (2) The impact of these dimensions on subordinates' performance, and satisfaction with supervisor and job. The results have indicated that there is significant variance in most of these dimensions suggesting what is called source self-serving bias. The results have also revealed the presence of significant relationships among most of these dimensions on the subordinates' performance, and satisfaction with supervisor and job. For example it was found that there was a positive relationship between the timing of positive performance feedback and subordinates' performance, and a negative relationship between the frequency of negative performance feedback and the subordinates' satisfaction with their immediate supervisor. Based on these results and other results, some recommendations for improving immediate supervisors behavior on performance feedback dimensions have been suggested.