We already know the importance of coaching, but what about the other three-quarters of the feedback cycle? Simply put...there are positive correlations between job performance (both task and contextual) and the impact a feedback environment has on work behaviors. Whitaker, Dahling and Levy (2007) have recently demonstrated that subordinates, who perceive a supportive feedback environment, display increased feedback seeking, greater role clarity and higher performance ratings. Here I will discuss how we can also help our clients by demonstrating to them how to create or better maintain a more proactive and cyclical feedback setting.

Three contributing factors...

At the heart of it all, it really depends on the employee’s perception of whether the feedback environment is positive (i.e., employees are encouraged to actively request feedback) or negative (i.e., seeking feedback is discouraged and/or the supervisor is less than supportive of this behavior). Second, employees unknowingly (and perhaps often on purpose!) distinguish between the different sources of feedback, whether it’s sought from their supervisor, coworker or subordinate because of the varying influences over ratings and rewards. Finally, the amount of effort the employee has to go through to gain feedback will determine whether they value feedback and/or go after it.

This means that if the employee perceives the environment as supportive and understands that feedback is tied to task performance and the performance appraisal process, then they will put forth more effort and readily confront each other for feedback and advice.

The relationship to job performance...

Although the concept is complex and ambiguous, gaining feedback simply enhances role clarity; hence providing information about job tasks and other expectations such as organizational citizenship behavior and so forth. In other words, if the employee can easily gain feedback on such issues as responsibilities, duties, performance levels, etc. that are stipulated or expected by the organization, then it makes sense that a higher level of job performance can be expected because uncertainty is reduced.

So What?

We know that feedback seeking behavior is positively linked to job satisfaction, employee learning, motivation, and both task and contextual performance…all factors that are important organizational outcomes. As training professionals we can help employers...

1. Determine the type of feedback environment they have,
2. Encourage supervisors to be more supportive of this type behavior,
3. Increase employee perceptions which are maintained by supervisors and coworkers,
4. Relay that ALL employees can positively contribute no matter their influence over rewards/ratings by encouraging them to gain feedback from each other,
5. Reduce the barriers that make the exchange of information and feedback difficult, and
6. Use coworker feedback in their performance appraisal systems.

So as a starting point, measure the employee’s perception of the overall supportiveness for feedback in the workplace. Check out the 2004 Feedback Environment Scale by Steelman, Levy and Snell and then go from there.

For references and more information, email the author at Deborah.Bowman2@gmail.com.