Research On The Influencing Mechanism Of Supervisor Developmental Feedback On Employee Job Attitude And Job Performance

Feedback, which is pervasive in any organization, is one of the important issues in human resource management research. In organizational context, generally speaking, the formal performance evaluation feedback has been seen as the ideal way for supervisor delivering feedback to employee. But, the employees believe that the performance evaluation feedback has not always a positive impact on them, calls have been brought forth for the supervisor to provide the supportive feedback. Recently, supervisor developmental feedback has been focused on by some researchers. With the rapid development of the society, people’s values and behavior ways are also changed accordingly. In order to maintain the organization’s survival and sustainable development, managers may be appropriate to change the traditional way of feedback, and timely provide developmental feedback to the employee. However, we want to know whether when supervisor providing development feedback, it will make the employee have positive psychological reaction and behavioral. If it is true, what are the influence mechanisms behind them? In order to answer these questions, this dissertation will research the influence mechanism of supervisor developmental feedback on the employee’s job attitude and job performance, and put forwards useful implications for the effectiveness of managers’feedback and contingency management.This dissertation mainly studies three problems:the relationship between supervisor developmental feedback and the employee’s job attitude and job performance, whether job crafting, trust, intrinsic motivation have the mediating effect between supervisor developmental feedback and the employee’s job attitude and job performance, and what are boundary conditions about these relationships? We obtain the following conclusions based on theory analysis and empirical test on692validly samples.(1) Supervisor developmental feedback has significant effects on the employee’s job attitude and job performance. Supervisor developmental feedback has a significant positive effect on the employee’s job satisfaction, supervisory commitment and job performance, and has a significant negative effect on the employee’s turnover intention.(2) Job crafting, trust, intrinsic motivation have the mediating effect between supervisor developmental feedback and the employee’s job attitudes, job performance. Job crafting has a partial mediating effect between supervisor developmental feedback and the employee’s job satisfaction, supervisory commitment, job performance, Job crafting has not the mediating effect between supervisor developmental feedback and the employee’s turnover intention. Trust has a partial mediating effect between supervisor developmental feedback and the employee’s job attitudes, job performance. Intrinsic motivation has a partial mediating effect between supervisor developmental feedback and the employee’s performance.(3) Conscientiousness, openness to experience has a moderating effect on the relationship between supervisor developmental feedback and job crafting, interactional justice has a moderating effect on the relationship between supervisor developmental feedback and trust, and goal orientation has a moderating effect on the relationship between supervisor developmental feedback and job performance. Conscientiousness, openness to experience has a positive moderating effect on the relationship between supervisor developmental feedback and job crafting. Interactional justice has a positive moderating effect on the relationship between supervisor developmental feedback and trust. Learning goal orientation has a positive moderating effect on the relationship between supervisor developmental feedback and job performance, performance goal orientation has a negative moderating effect on the relationship between supervisor developmental feedback and job performance.This dissertation has some suggestions for the effectiveness of managers’feedback and contingency management. Firstly, managers should think highly of supervisor developmental feedback, and pay more attention to the quality of the feedback. Secondly, managers should win more trust in their subordinates, and be careful of interactional justice in the providing developmental feedback process. Finally, managers need to know that feedback effect is different because of individual different personality or traits.At last, the main conclusions were summarized and discussed, and the research limitations and future directions were also put forwarded.