Digest 3. More frequent and timely feedback? Only if constructive!

 
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Digest 3
REAL PAL

In a previous digest, it was highlighted how constructive feedback is important to guarantee employee’s perceptions of fairness and avoid a variety of negative effects such as a decrease in well-being, commitment and performance.

Another study by Sommer and Kulkarni (2012) has explored further why delivering proper constructive feedback is important, by surveying 128 employees working in a variety of organizations mostly from India and the US.

Their research confirmed the effect of constructive feedback on job satisfaction and organizational citizenship behaviors which refer to prosocial behaviors in the workplace, like altruism, courtesy and civic virtue. An example of these behaviors would be volunteering to help a colleague who is having work problems, even when you may have a rather heavy workload. Having in mind this beneficial impact, how exactly should managers deliver feedback to guarantee its constructiveness?

According to the study, a proper constructive feedback should:

  • focus on identifiable problems and behaviors upon which the employee can take action;

  • suggest that the employee weaknesses can be overcome or remedied, which incentivizes a “growth mindset” (the idea that people can improve their abilities through dedication) - see more on this Ted Talk by Carol Dweck.

  • make reference to clear, legitimate standards for acceptable behavior;

  • be very specific and detailed.

An analysis of the results also revealed that the positive impact of constructive feedback on job satisfaction and organizational citizenship behaviors occurs because it reinforces the belief of having opportunities for career advancement and being respected by the supervisor. This means that feedback that promotes the ability for change is necessary to ensure that employees remain receptive to feedback and confident in their long-term prospects for success within the organization.

Constructive feedback has clear benefits, but don’t forget its immediacy and frequency.

Another study by Kuvaas, Buch, and Dysvik (2017) analyzed the impact of constructive feedback on work performance, by surveying 158 employees of a Norwegian governmental directory.

Their results revealed that work performance increased only when constructive feedback from the supervisor was perceived as timely and frequent. In other words, it is not sufficient to provide feedback in the right way. Careful attention to the timing and to frequency are key to ensure it brings positive outcomes.

However, it seems that supervisors who are not able to provide feedback in a constructive manner should then refrain from providing very immediate and frequent feedback, as work performance tends to be worse in the latter case.

This finding underscores the observation made in other studies that the effect of feedback on performance is not always positive. As such, careful attention to the content and delivery of the feedback message should not be dismissed.

Organizational implications

As the impact of feedback is all but straightforward, and its inconsistent effects are documented, prudent interventions should be executed to guarantee its benefits and avoid its risks.

  • When employees receive feedback that is not constructive there may be a detrimental impact on their expectations of advancing within their organizations. This means that giving the indication that weaknesses can be improved, and that concrete actions can be taken to get better, is essential to keep employees’ belief on their potential for success. On the contrary, non-constructive feedback may discourage them from taking advantage of training opportunities, tackling novel tasks, or approaching mentors for advice. However, it is reinforced that people will accept negative feedback and outcomes as fair, so long as they are treated with respect and dignity. Thus, managers should be precisely instructed and trained on how to deliver excellent constructive feedback to guarantee employees keep engaged with their own development and progress.

  • Instilling a culture that values continuous development via feedback-giving and feedback-seeking may be critical for an organization that aims to keep its employees satisfied and performing the extra-role behaviors necessary for organizational success.

  • Overall, it is important to remember that creating a culture where feedback is incentivized and becomes a day-to-day activity may not always payoff. In the scenario of having managers and employees unaware of how to offer adequate and constructive feedback, it can have damaging effects. Hence, focus first on training for feedback quality and only later on incentivizing a culture of frequency and immediacy.

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References: Sommer, K. L., & Kulkarni, M. (2012). Does Constructive Performance Feedback Improve Citizenship Intentions and Job Satisfaction? The Roles of Perceived Opportunities for Advancement, Respect, and Mood. Human Resource Development Quarterly, 23(2). https://doi.org/10.1002/hrdq.21132

Kuvaas, B., Buch, R., & Dysvik, A. (2017). Constructive Supervisor Feedback is not Sufficient: Immediacy and Frequency is Essential. Human Resource Management, 56(3), 519–531. https://doi.org/10.1002/hrm.21785