Supervisors' performance feedback to subordinates: The impact of subordinate performance valence and outcome dependence

The purpose of this study was to examine the effects of two variables on supervisors' performance feedback to subordinates: (1) the valence of the subordinate's performance, that is, whether the subordinate has performed well or poorly, and (2) the degree to which the supervisor's monetary outcomes are dependent on the subordinate's performance. It was hypothesized that supervisors would give subordinates feedback less often about instances of poor performance than about instances of good performance, but that when given, their feedback about poor performance would be more specific than their feedback about good performance. It was also hypothesized that supervisors would give feedback more often under conditions of high outcome dependence than under conditions of low outcome dependence. The results strongly supported the two performance valence hypotheses. The outcome dependence hypothesis was also supported, but only when the subordinate exhibited a pattern of gradually worsening performance. The implications of these findings are discussed, as are directions for future research.     

Anger and Gender Effects in Observed Supervisor-Subordinate Dyadic Interactions

This study investigates the effects of a supervisor's anger and supervisor's and subordinate's gender on evaluations made by observers of interacting supervisor-subordinate dyads. In a laboratory experiment, 370 undergraduates viewed one of eight video-tapes representing the conditions of the 2 (gender of supervisor) × 2 (gender of subordinate) × 2 (presence or absence of anger) design and then completed evaluations of the supervisor and the subordinate. A field study using 265 employees from three organizations replicated the laboratory results. In spite of constant dialogue in the interactions across all eight conditions, supervisors expressing anger were rated lower and female supervisors were rated higher by observers. Subordinates were rated higher when interacting with an angry supervisor and when interacting with a male supervisor. Main effects of supervisor's gender may reflect over-evaluation of unexpected, albeit average, performance. The joint supervisor and subordinate effects are interpreted as reflecting a dyadic rating effect in which high ratings assigned to one member of the dyad are accompanied by lower ratings assigned to the other member.     

The moderating role of subordinate political skill on supervisors' impressions of subordinate ingratiation and ratings of subordinate interpersonal facilitation

Nearly 2 decades ago, social influence theorists called for a new stream of research that would investigate why and how influence tactics are effective. The present study proposed that political skill affects the style of execution of influence attempts. It utilized balance theory to explain the moderating effect of employee political skill on the relationships between self- and supervisor-reported ingratiation. Additionally, supervisor reports of subordinate ingratiation were hypothesized to be negatively related to supervisor ratings of subordinate interpersonal facilitation. Results from a combined sample of 2 retail service organizations provided evidence that subordinates with high political skill were less likely than those low in political skill to have their demonstrated ingratiation behavior perceived by targets as a manipulative influence attempt. Also, when subordinates were perceived by their supervisors to engage in more ingratiation behavior, the subordinates were rated lower on interpersonal facilitation. Implications of these findings, limitations, and future research directions are provided.     

The Effects of Leader and Subordinate Characteristics in the Development of Leader–Member Exchange Quality1

This study investigated the contribution of both subordinate and leader characteristics in the development of leader-member exchange (LMX) quality. Data from 56 subordinate-superior dyads working at a large West-coast media company revealed that subordinates high in work self-efficacy were liked more by their supervisors, perceived to be more similar to their supervisors, experienced more positive LMX quality, and were rated as better performers than subordinates low in self-efficacy. Previous job experience, was related only to one outcome; supervisor's liking of the subordinate. Subordinates initially low in self-efficacy benefited from high LMX, as evidenced by increased end-of-program self-efficacy. Perceptions of similarity between supervisor and subordinate were found to be more important to LMX quality than actual demographic similarity. Leader self-efficacy and optimism predicted subordinates' ratings of LMX quality only for female supervisors. Unexpectedly, leader self-efficacy and optimism were related to the leaders' own ratings of LMX and subordinate performance.     

Accounting for subordinate perceptions of supervisor power: an identity-dependence model

The authors present a model that explains how subordinates perceive the power of their supervisors and the causal mechanisms by which these perceptions translate into subordinate outcomes. Drawing on identity and resource-dependence theories, the authors propose that supervisors have power over their subordinates when they control resources needed for the subordinates' enactment and maintenance of current and desired identities. The joint effect of perceptions of supervisor power and supervisor intentions to provide such resources leads to 4 conditions ranging from highly functional to highly dysfunctional: confirmation, hope, apathy, and progressive withdrawal. Each of these conditions is associated with specific outcomes such as the quality of the supervisor-subordinate relationship, turnover, and changes in the type and centrality of various subordinate identities.     

THE INFLUENCE OF SUBORDINATE AGE ON PERFORMANCE RATINGS AND CAUSAL ATTRIBUTIONS

Three issues were examined in this study relative to the role of subordinate age in performance evaluations. First, it was found that supervisors rated older subordinates lower than younger subordinates doing the same job. Second, differences between self-ratings of performance and supervisory ratings seemed to be a function of the subordinate's age. Third, a significant age × performance interaction was detected on ability attributions.     

SELF- VERSUS OTHERS' RATINGS AS PREDICTORS OF ASSESSMENT CENTER RATINGS: VALIDATION EVIDENCE FOR 360-DEGREE FEEDBACK PROGRAMS

Although 360-degree feedback programs are rapidly increasing in popularity, few studies have examined how well ratings from these programs predict an independent criterion. This study had 2 main aims: First, to examine the validity of ratings from a 360-degree feedback program using assessment center ratings as an independent criterion and to determine which source (i.e., self, supervisor, peers, or subordinates) provided the most valid predictor of the criterion measure of competency. Second, to better understand the relationship between self-observer discrepancies and an independent criterion. The average of supervisor, peer, and subordinate ratings predicted performance on the assessment center, as did the supervisor ratings alone. The self-ratings were negatively and nonlinearly related to performance with some of those who gave themselves the highest ratings having the lowest performance on the assessment center. Supervisor ratings successfully discriminated between overestimators but were not as successful at discriminating underestimators, suggesting that more modest feedback recipients might be underrated by their supervisors. Peers overestimated performance for poor performers. Explanations of the results and the implications for the use of self-ratings in evaluations, the design of feedback reports, and the use of 360-degree feedback programs for involving and empowering staff are discussed.     

Abusive supervision and subordinate supervisor‐directed deviance: The moderating role of traditional values and the mediating role of revenge cognitions

This study examined the link between abusive supervision and subordinate supervisor‐directed deviance by focusing on the moderating role of traditionality and the mediating role of revenge cognitions directed towards supervisors. The results of analysing 283 supervisor–subordinate dyads in six private electronic companies and 222 supervisor–subordinate dyads in two state‐owned oil and gas companies in the People's Republic of China showed that abusive supervision was positively related to revenge cognitions directed towards supervisors and to supervisor‐directed deviance. In addition, traditionality moderated the above relationships such that they were stronger among low traditionalists than among high ones, while revenge cognitions mediated the main effect of abusive supervision and the interactive effect of abusive supervision and traditionality on supervisor‐directed deviance.     

求同方能存异：上下级学习目标导向契合对创造力的影响

为探讨领导-员工学习目标导向与领导反馈环境对员工创造力的交互作用机制,对305名领导-员工配对样本进行问卷调查。结果表明：（1）领导学习目标导向显著正向预测员工创造力;（2）领导反馈环境在领导学习目标导向和员工创造力之间起中介作用;（3）员工学习目标导向对领导学习目标导向和领导反馈环境之间的关系起调节作用,相对于学习目标导向低的员工,当员工学习目标导向高时,领导学习目标导向对反馈环境的积极影响大。     

The role of subordinate authoritarianism in cross-level extra-role relationships

This study is an investigation of the moderating role of subordinate authoritarianism in the relationship between cross-level (i.e., supervisor and subordinate) extrarole (i.e., outside of work) activities and job satisfaction and organizational citizenship behaviors. Low authoritarian subordinates reported greater job satisfaction than high authoritarian subordinates when they participated in off-the-job activities with supervisors. The implications of this research are discussed.     

EMPLOYEE SELECTION WITH THE PERFORMANCE PRIORITY SURVEY

Person-environment congruence, as defined in this series of studies, is the fit between the subordinate's perceptions of the requirements of the job, and the requirements of the supervisor or of the organization. Person-environment congruence is measured in this research by the Performance Priority Survey (PPS), a Q-sort procedure in which respondents rate the relative importance of work behaviors. The priorities of the organization (reported by supervisors) and the priorities of the subordinates (or applicants) are correlated to produce an agreement score. The agreement score for each supervisor-subordinate pair measures the degree of similarity between the perceptions of the relative importance of work behaviors for the job in question, as reported by both members of the pair. The agreement score is calculated in two ways: (a) between the report of the subordinate (or applicant) and the report of the immediate supervisor, and (b) between the report of the subordinate (or applicant) and the organizational culture (aggregated reports of supervisors). The agreement scores correlate significantly with performance ratings. The PPS has a lower adverse impact on African-Americans than a typical multiple-choice test. The PPS is proposed as a means for improving the validity of selection and for reducing adverse impact.     

Supported Supervisors Are More Supportive,but Why? A Multilevel Study of Mechanisms and Outcomes

This study examines organizational support theory as it extends to supervisor support by (1) testing two explanations for the relationship between supervisors’ perceived organizational support and their supportive supervision and (2) examining perceived supervisor support in relation to subordinate performance and commitment. Multisource survey data from a correctional facility, with a matched sample of 51 supervisors and 283 subordinates, were collected. Multilevel structural equation modeling was used for analysis. Supervisors were more supportive when they felt supportive treatment was preferred by the organization and less supportive when they felt obligated to help the organization. Perceived supervisor support was associated with subordinate performance and commitment at the subordinate level (i.e., among employees reporting to the same supervisor) but not at the supervisor level (i.e., across supervisor-follower groups). Employees who feel supported by their supervisor perform better and are more committed to their employer. To encourage supervisor support, organizations should both model support to supervisors and communicate the expectation for supervisor support. Supervisors who feel obligated to reciprocate to a supportive organization may be less inclined to support their subordinates. This study examines the prevailing, yet untested, mechanism (felt obligation) used to explain the relationship between supervisor’s perceptions of organizational support and their supportive supervision, as well as an alternative explanation based on social information processing. The study provides a nuanced multilevel analysis of perceived supervisor support as related to subordinate outcomes and extends previous models by including subordinate withdrawal and commitment.     

Emotions running high: Examining the effects of supervisor and subordinate emotional stability on emotional exhaustion

We sought to better understand the impact of leader emotional stability on follower burnout. Drawing on conservation of resources theory, we examined the emotional exhaustion consequences of supervisor-subordinate emotional stability congruence. Study 1 consisted of 299 light construction and maintenance workers and their supervisors. Study 2 was comprised of 294 workers at a city permits office and their supervisors. As hypothesized, both samples revealed that the highest levels of subordinate emotional exhaustion occurred when both supervisor and subordinate emotional stability were low. Our polynomial regression results suggest that the effects of leader and follower emotional stability are not simply a matter of similarity; subordinates low in emotional stability are disproportionately and negatively impacted by a low-emotional stability leader.     

Closing the Gap Between CETA Supervisee-Supervisor Perceptions of Work Proficiency and Personal Attributes

Supervisor training was used as a treatment for decreasing the gap between ecological veracity (self versus objective reality) and personal veracity (self versus perceived reality) of CETA supervisees on personal attribute and work-proficiency dimensions. Research suggests that decreasing this gap increases employability. Interventions aimed at decreasing this gap have focused on changing the behavior of the client or supervisee to conform more to the expectations of the system or supervisor. The present research assumed that supervisors often have faulty perceptions of the behaviors of their supervisees, especially those in CETA jobs. Through supervisor training, we attempted to decrease the gap by changing supervisor perceptions to match those of their supervisees. Training did not produce a significant difference between trained and untrained supervisor-supervisee groups on objective and perceived reality estimates. As with earlier research in which no training was employed, perceived-reality estimates were more highly correlated with self-ratings than objective-reality estimates and the gap between ecological and personal veracity remained wide.     

规则适应视角下辱虐管理的成因机制

基于规则适应及资源依赖理论的解释视角,本研究考察了下属工作绩效与政治技能对上级辱虐的影响。通过对采集自两家企业的243对领导-下属的配对问卷进行分析,本研究的多项式回归与响应面分析表明,当下属的工作绩效(遵循做事显规则)与政治技能(遵循做人潜规则)在较高水平上保持一致时,其遭受的上级辱虐最少。但这种较高水平的一致只能维持在特定范围内,当两者过高时,反而易遭致上级的辱虐行为。同时,在工作绩效与政治技能存在差异的情境下,相比于"高工作绩效,低政治技能"的下属,"低工作绩效,高政治技能"的下属遭受的上级辱虐要更少。文章分析并证明了遵循不同规则的下属会导致不同程度的上级辱虐。     

The association between ethnic congruence in the supervisor‐subordinate dyad and subordinate organizational position and salary

We used a large field sample (N=32,854) to test popular press claims and propositions from relational demography theory that the ethnic congruence of the supervisor‐subordinate dyad is associated with positive employee outcomes. Results indicate that ethnic congruence was positively associated with subordinates' level in the organization and salary. These relationships were moderated by type of compensation system, such that the effects were stronger in merit‐based than in tenure‐based systems. In addition, the extent of the relationship between supervisor‐subordinate congruence differed by ethnic group, supporting previous research that suggests examining unique outcomes by ethnicity. However, although statistically significant, effect sizes were generally smaller than anticipated and implied in the popular press. Practical implications of these findings are discussed.     

An Investigation of Relationships among Genetic Counselors’ Supervision Skills and Multicultural Counseling Competence

As racial and ethnic diversity increase in the U.S., genetic counselor multicultural competence is growing in importance. In mental health counseling, supervisor multicultural competence has been shown to promote supervisees’ multicultural competence. Moreover, developmentally-advanced supervisors tend to be more effective. This study was designed to investigate relationships among genetic counselor supervisors’ perceived multicultural counseling competence and development as supervisors, and their ability to evaluate a supervisee’s multicultural skills. One hundred twenty-two supervisors completed an online survey of demographics, the Multicultural Counseling Knowledge and Awareness Scale, the Supervisor Development Scale, and a hypothetical vignette in which they evaluated a supervisee’s multicultural skills and provided written feedback. Stepwise multiple regression yielded five significant predictors accounting for 31% of the variance in accuracy of supervisor evaluations of the student: multicultural awareness, multicultural knowledge, age, supervision experience, and supervisor development. Six feedback themes were identified from written responses. Practice and research suggestions are provided.     

Who is Being Judged Promotable: Good actors,high performers,highly committed or birds of a feather?

The present study investigated the impact of task performance, affective commitment, impression management tactics, and similarity to supervisor on promotability judgments in a collectivist context (i.e., Turkey). Longitudinal and multisource field‐data obtained from 205 subordinates and their 35 supervisors indicated that task performance, affective commitment, and similarity to supervisor influenced supervisors’ ratings of promotability. Yet no significant relationships were found between IM tactics and the promotability judgments. Furthermore, the results revealed a stronger influence of similarity to supervisor on promotion decisions in a collectivist culture.     

Supervisor Appraisal as the Link Between Family–Work Balance and Contextual Performance

We examined the relationship between subordinates’ family to work balance (conflict and enrichment) and two dimensions of contextual performance (interpersonal facilitation and job dedication) reported by supervisors. Beyond the direct effects, we hypothesized that supervisor’s appraisals of employee conflict and enrichment would influence the supervisor’s contextual performance ratings. Data collected from a matched sample of 156 private sector employees and their supervisors indicated that the supervisor’s performance ratings were impacted by the supervisor’s appraisal of enrichment. However, the supervisor’s appraisal of conflict only mattered for interpersonal facilitation. There was a direct effect of subordinate’s conflict on both dimensions of contextual performance.