Relevant bibliographies by topics / Supervisor negative feedback

Academic literature on the topic 'Supervisor negative feedback'

Author: Grafiati
Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "Supervisor negative feedback"

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Green, Heather J. "Skills Training and Self-Esteem: Educational and Clinical Perspectives on Giving Feedback to Clinical Trainees." Behaviour Change 28, no. 2 (June 1, 2011): 87–96. http://dx.doi.org/10.1375/bech.28.2.87.

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AbstractSome education scholars view student self-esteem as very important to the learning process. However, in relation to clinical supervision, it has also been noted that supervisor overconcern about student self-esteem can lead to avoidance of negative feedback or giving feedback that is too vague to be useful. This article examines the role of self-esteem in relation to assessment and feedback practices in clinical training. A review of educational and clinical literature on self-esteem was undertaken, and suggested that differentiation between self-esteem and self-efficacy provides a more useful framework for supervisors than focus on self-esteem alone. Feedback about specific skills, and developing better coherence between supervisor and student assessment of the student's skills, are important components of clinical training. Suggestions are provided for guiding innovation in supervision and clinical training.
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Peng, Jui-Chen, and Julian Lin. "Linking supervisor feedback environment to contextual performances." Leadership & Organization Development Journal 37, no. 6 (August 1, 2016): 802–20. http://dx.doi.org/10.1108/lodj-10-2014-0207.

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Purpose – The purpose of this paper is to examine the relationships among supervisor feedback environment (SFE), leader-member exchange (LMX), organizational citizenship behavior (OCB), and workplace deviant behavior (WDB). Specifically, it analyzed the mediating role of LMX. Design/methodology/approach – With the data collected from 258 subordinate-supervisor pairs at various organizations in Taiwan, the authors examined the hypotheses by conducting structural equation modeling analyses. Findings – The results revealed that: SFE is positively related to LMX; LMX is positively related to OCB, and negatively related to WDB; furthermore LMX fully mediates the relationships among SFE and both OCB and WDB. Research limitations/implications – This data are collected in Taiwan, hence it may affect the generalizability of the results. Practical implications – Previous studies investigating the relationship between the feedback environment and organizational outcome variables focus on positive outcome variables. Thus, studies examining whether there is a negative effect on negative outcome variables such as WDB are insufficient. The study addresses this deficiency by including WDB as an outcome variable. The results empirically indicate that SFEs are negatively related to WDBs, but the effect diminishes when LMX is controlled. Social implications – This study presents the following practical implications for managers. To reduce employee deviant behavior, to improve employee supplementary performance, and further improve overall organizational operating performance, organizations can adopt methods for implementing SFE that promote good interpersonal relationships between supervisors and employees, and thus increase employees’ positive expression of OCB, and reduce deviant behavior. Originality/value – It can be argued that when supervisors and subordinates form good relationships, the supervisors would provide favorable feedback that may result in more OCBs and less WDBs. It is also possible to argue that the traditional LMX theory suggests that supervisors are dominant in determining the quality of LMX, and therefore good LMX relationships cannot be developed based on supervisory feedback. This study shows otherwise, and addresses the rival hypothesis by drawing from previous studies and theories as well as in comparing the proposed alternative model by conducting χ2 differences.
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Andiola, Lindsay M., Denise Hanes Downey, Brian C. Spilker, and Tracy J. Noga. "An Examination of the Interactive Effect of Feedback Source and Sign in the Offshoring Environment: A Social Identity Perspective." Behavioral Research in Accounting 30, no. 2 (July 1, 2018): 1–21. http://dx.doi.org/10.2308/bria-52182.

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ABSTRACT Public accounting firms regularly rely on offshore professionals to assist with client work. However, differences in interpersonal dynamics between offshore staff members and the supervisors they report to may yield positive and/or negative work outcomes. We examine how feedback source (offshore or onshore supervisor) and feedback sign (negative or positive) interact to affect offshore staff members' satisfaction with feedback. This is an important issue because subordinate satisfaction with performance feedback is a key determinant of future performance and turnover intentions. We find that offshore staff members are less satisfied with negative feedback from an offshore (local Indian) supervisor, a member of their in-group, than an onshore (remote U.S.) supervisor, a member of their out-group. However, their satisfaction with positive feedback does not significantly differ between feedback sources. Further analysis reveals that greater satisfaction is associated with increases in the effort the staff member plans to put forth in the future. JEL Classifications: M40; M41; M54; D91. Data Availability: Please contact the authors.
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Zheng, Xingshan, Ismael Diaz, Yin Jing, and Dan S. Chiaburu. "Positive and negative supervisor developmental feedback and task-performance." Leadership & Organization Development Journal 36, no. 2 (April 7, 2015): 212–32. http://dx.doi.org/10.1108/lodj-04-2013-0039.

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Purpose – The purpose of this paper is to conceptualize, understand, and measure positive and negative aspects of supervisor developmental feedback (SDF) and investigate their relationships with task performance. Design/methodology/approach – In Study 1, common themes in SDF were identified and a set of SDF items were developed to capture the positive and negative SDF domain. Study 2 entailed the administration of the items to respondents to examine the dimensionality of the items through exploratory factor analysis. In Study 3, using confirmatory factor analysis we further examined the extent to which positive and negative developmental feedback (PSDF and NSDF) were conceptually distinct from each other and different from an existing general measure of supervisor feedback. Findings – Study 1 and Study 2 yielded evidence that positive and negative SDF are distinct yet related constructs. Positive SDF predicted employee task performance. The positive SDF by negative SDF interaction predicted task performance. Research limitations/implications – The authors provide criterion-related validity evidence by examining the predictive validity of positive and negative SDF on subordinate task performance (reported by supervisors). Future research should examine the role of positive and negative SDF in predicting job performance in other samples and cultural contexts and for other outcomes, including organizational citizenship. Originality/value – This research refines the SDF domain by identifying positive and negative domains of the SDF construct. The authors propose and test the joint influence of positive and negative SDF. The novel findings point to the importance of supervisors providing both positive and negative feedback to enhance performance.
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Xing, Lu, Jianmin Sun, and Denise Mary Jepsen. "Effects of Supervisor Negative Feedback on Employees’ Feedback Management Behaviours." Academy of Management Proceedings 2021, no. 1 (August 2021): 14421. http://dx.doi.org/10.5465/ambpp.2021.14421abstract.

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Sohn, Nan Hee. "Effects of Self-Enhancement Bias on Perception of Supervisory Feedback in Counseling." Psychological Reports 105, no. 3_suppl (December 2009): 1269–80. http://dx.doi.org/10.2466/pr0.105.f.1269-1280.

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The purpose of this study was to assess how the self-enhancement bias of beginning counselors affects their perceptions of negative feedback in counseling supervision. It was predicted that the self-enhancement bias of beginning counselors would help lower the perceived threat of a counseling supervision, and lower perceived threat would mediate positive interpretation of the feedback in a negative feedback condition. In Korea, 203 volunteer beginning counselors ( M = 30.2 yr., SD = 6.7) were shown a videotaped counseling supervision session in which a counseling supervisor delivered either largely positive or largely negative feedback to a beginning counselor. After viewing the tape, these beginning counselors rated their perceptions of the supervision setting and feedback as ego-threatening. Results were consistent with predictions.
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Fencel, Jessica Atick, and Jean Suzanne Mead. "A Qualitative Study Describing Positive and Negative Supervisor-Student Clinician Relationships in Speech-Language Pathology." Perspectives of the ASHA Special Interest Groups 2, no. 11 (January 2017): 17–24. http://dx.doi.org/10.1044/persp2.sig11.17.

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The purpose of this study was to gain an understanding of the factors that constitute positive and negative supervisor/supervisee relationships as perceived by speech-language pathology graduate interns. Experiences were analyzed using qualitative methods via participant interviews. Two overlaying themes, ASHA's Task 1 of Supervision and Anderson's Continuum Model of Supervision, were identified and used as a framework for categorizing the participant responses. Analysis of the data indicated that the factors most likely to result in a positive clinical experience included constructive feedback, respect, positive praise, clear expectations, and structured clinical guidance while factors that most likely attributed to a negative experience were lack of the above-mentioned.
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Guo, Yun, Yanhong Zhang, Jianqiao Liao, Xinwei Guo, Jintao Liu, Xiang Xue, Cunchao Li, Min Zhang, and Yumei Zhang. "Negative feedback and employee job performance: Moderating role of the Big Five." Social Behavior and Personality: an international journal 45, no. 10 (November 7, 2017): 1735–44. http://dx.doi.org/10.2224/sbp.6478.

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We used hierarchical linear regression analysis to test the relationship between negative feedback and employee job performance, and explored the moderating role of the Big Five personality traits in this relationship. Participants were 357 supervisor–subordinate dyads in China; subordinates responded to negative feedback and Big Five personality traits measures, and direct supervisors rated their employees' job performance. Results showed that negative feedback was negatively related to employee job performance, and that the Big Five personality traits moderated this relationship. Specifically, the strength of the negative relationship between negative feedback and job performance was reduced as extraversion, openness to experience, agreeableness, emotional stability, and conscientiousness increased. Implications for management and theory are discussed.
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Kingsley Westerman, Catherine Y., Katie M. Reno, and Kyle B. Heuett. "Delivering Feedback: Supervisors’ Source Credibility and Communication Competence." International Journal of Business Communication 55, no. 4 (October 22, 2015): 526–46. http://dx.doi.org/10.1177/2329488415613338.

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This study investigated how perceptions of supervisor communication competence and source credibility were affected by the valence and synchronicity of a feedback message and the channel used to deliver the feedback message. Results indicated that those receiving feedback preferred phone calls rather than text messages as a channel for managers to deliver feedback. Also, supervisors delivering positive feedback were identified as more positive in general than those delivering negative feedback. Further results and implications are discussed.
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Kennedy, Denise M., Christopher T. Anastos, and Michael C. Genau. "Improving healthcare service quality through performance management." Leadership in Health Services 32, no. 3 (June 28, 2019): 477–92. http://dx.doi.org/10.1108/lhs-02-2019-0006.

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Purpose Healthcare service quality in the USA has gained importance under value-based payment models. Providing feedback to front-line staff is a vital component of managing service performance, but complex organizational dynamics can prevent effective communication. This work explored the performance management of appointment desk staff at Mayo Clinic Arizona, identified barriers to effective management and sought to standardize the process for monitoring service performance. Design/methodology/approach Multiple data sources, including qualitative inquiry with 31 employees from the primary care and surgery departments, were used. The research was conducted in two phases – facilitated roundtable discussions with supervisors and semi-structured interviews with supervisors and staff six months after implementation of service standards. Participants were probed for attitudes about the service standards and supervisor feedback after implementation. Findings While all staff indicated a positive work environment, there was an unexpected and pervasive negative stigma surrounding individual feedback from one’s supervisor. Half the participants indicated there had been no individual feedback regarding the service standards from the supervisor. Presenting service standards in a simple, one-page format, signed by both supervisor and the patient service representative (PSR), was well received. Originality/value Combining rapid-cycle quality improvement methodology with qualitative inquiry allowed efficient development of role-specific service standards and quick evaluation of their implementation. This unique approach for improving healthcare service quality and identifying barriers to providing individual feedback may be useful to organizations navigating a more value- and consumer-driven healthcare market.
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Dissertations / Theses on the topic "Supervisor negative feedback"

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Berry, Thomas D. "The emergence of a negative feedback bias as a product of supervisor and subordinate dynamics : consequences of opportunity-based supervision and performance variation /." Diss., This resource online, 1994. http://scholar.lib.vt.edu/theses/available/etd-06062008-164555/.

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Cheng, Peng-Hsiu, and 鄭鵬修. "Supervisor’s Negative Emotion ExpressionsImpact on Employee Feedback-seeking Behavior: Subordinate’s Negative Emotion and Self-learning Orientation as Mediators." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/89096122669431217569.

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碩士
銘傳大學
企業管理學系碩士班
99
In recent years, studies have discussed the negative expression in the organizations. Supervisors’ negative emotion expressions were believed to have negative effects on subordinate. However, the relationship between supervisors’ negative emotion expression and subordinate’s feedback-seeking behavior remained unclear. The purpose of study is to investigate the supervisor’s negative emotion expressions how to influence the subordinate’s behavior, especially subordinate’s feedback-seeking behavior. The author proposed that subordinates’ negative emotion and self-learning orientation behavior will mediate the relationship between supervisors’ negative emotion expressions and subordinate’s feedback-seeking behavior. The authors used 170 subordinate data from the organization of call loan in Taiwan, and the results indicated that: (1). Supervisors’ negative emotion expressions were negatively related with subordinate’s feedback-seeking behavior. (2). Supervisors’ negative emotion expressions were negatively related with subordinate’s self-learning orientation. (3). The supervisors’ negative emotion expressions were negatively related with subordinate’s feedback-seeking behavior by mediating effect of self-learning orientation behavior. (4). The supervisors’ negative emotion expressions were not related with subordinate’s feedback-seeking behavior by mediating effect of subordinates’ negative emotion. Contributions and limitations are discussed, and suggestions are provided for future studies and managerial practices in business organizations.
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"Negative feedback and reactions from subordinates: a joint-venture study in China." 1998. http://library.cuhk.edu.hk/record=b6073106.

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Peiguan Wu.
Thesis (Ph.D.)--Chinese University of Hong Kong, 1998.
Includes bibliographical references (p. 73-89).
Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web.
Mode of access: World Wide Web.
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Wang, Chung-Yuan, and 王中元. "The Mediating role of Negative Emotion and Feedback-Seeking on The Relationship Between Supervisor’s Negative Emotional Expression and Subordinate’s Creativity." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/60967295696696649212.

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博士
中國文化大學
國際企業管理學系
103
This study aims to explore the relationships between supervisor’s negative emotional expression toward different targets and subordinates’ creativities. Based on Van Kleff’s (2009) Emotion as a Social Information Model (i.e. EASI), this study makes subordinates’ negative emotion and feedback-seeking as mediators to explore whether supervisor’s negative emotional expression toward different targets (subordinate self-focus or other-focus) will impact on subordinates’ creativities through mediating mechanism of subordinates’ negative emotion and feedback-seeking. 300 employees of service industries were our research samples through convince sampling. Findings of this study were as follows: (1) Supervisor’s negative emotional expression toward subordinate (self-focus) would be related positively to subordinates’ negative emotions. (2) Subordinates’ negative emotions would be related negatively to their creativities. (3) Subordinates’ negative emotion as a mediator between supervisor’s negative emotional expression toward subordinate self-focus and subordinates’ creativities. (4) Supervisor’s negative emotional expression toward other subordinate (other-focus) would be related positively to subordinates’ feedback-seeking. (5) Subordinates’ feedback-seeking would be related positively to their creativities. (6) Subordinates’ feedback-seeking as a mediator between supervisor’s negative emotional expression toward other subordinate’s and subordinates’ creativities. (7) Supervisor’s negative emotional expression toward other subordinate (other-focus) would be related negatively to subordinates’ negative emotions. (8) Subordinates’ negative emotion would be related negatively to subordinates’ feedback-seeking. Finally, discussions and future suggestions will be found in this study.
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Chu, Wen-Yi, and 朱文儀. "The Effects of Perceived Supervisor’s Negative Feedback on Subordinate’s Emotional Labor： The Moderation of Organizational Ethical Climate and Emotional Intelligence." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/d22ns3.

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碩士
國立交通大學
管理科學系所
103
The main purpose of this research is to investigate how the different factors of workplace such as supervisor’s negative job feedback affect employees’ emotional labor and how the organization ethical climate and employee’s emotional intelligence moderate the effects of supervisor’s negative feedback on employees’ emotional labor. When employees encounter negative job events, they usually perform impression management to control their emotions for smoothing out the impact of the negative events. Surface acting and deep acting are the two action strategies employees often use in their impression management. Surface acting refers to the faking of facial expression and deep acting means the regulation of inner feeling. The present study used online questionnaires to collect data on the employees who had been given negative feedback by their supervisors. The final samples included 301 subjects. We found that organizational ethical climate had negative effect on employees’ surface acting and a positive effect on deep acting; their perceived supervisor’s negative feedback had a positive effect on both their surface acting and deep acting; their emotional intelligence had a positive effect on both their surface acting and deep acting; organizational ethical climate and their emotional intelligence did moderate the relationship between supervisor’s negative feedback and employee’s surface or deep acting. The results of this study provided managers an understanding about how their negative feedback can affect their subordinates’ impression management. Keywords：Supervisor’s Negative Feedback, Emotional Labor, Surface Acting, Deep Acting, Organizational Ethical, Climate, Emotional Intelligence
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Book chapters on the topic "Supervisor negative feedback"

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Oncioiu, Ionica, and Diana Andreea Mândricel. "The Effects of Supervisor Performance Feedback on Employee Satisfaction in Romanian Enterprises." In Ethics and Decision-Making for Sustainable Business Practices, 45–54. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3773-1.ch003.

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The purpose of this study is to examine the effects of supervisor performance feedback, in terms of positive and negative communication behaviors and overall satisfaction, as perceived by the employees. The authors used a regression which revealed that the main purpose of the research model is to determine the best prediction for the dependent variable by giving a number of new values to the predictors. A clear additive effect of performance work on each of the employee perceptions on job intensity, stressors, and different forms of employee commitments is obtained by SPSS 13. At the same time, this model noted the necessity of explaining the behavior of a dependent variable, taking into account the factors that determine it. The results suggest that the supervisors' use of specific performance feedback may assist managers to implement a higher ratio of positive-to-negative communications with their employees. The implications of this study, as well as directions for future research, are also addressed.
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Ndlovu, Sibonokuhle. "Challenges Confronting Students With Disabilities in Research Engagement in South Africa." In Research Anthology on Physical and Intellectual Disabilities in an Inclusive Society, 1953–67. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3542-7.ch104.

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This chapter presents physical barriers, lack of adequate funding, poor supervision, delay in feedback, communication difficulties, negative attitudes, and impairment-related disadvantages as the unique challenges confronted by students with disabilities when doing research in higher education in South Africa. Data were collected through scanning South African and international literature available on Google scholar, ProQuest, in books, journal articles, and online resources. Informed by decolonial theory, the invisible underlying causes of the challenges are discussed. Suitable assistive devices, listening to students with disabilities' voices, and more time allocation are suggested as strategies that could improve research engagement for students with disabilities.
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Ndlovu, Sibonokuhle. "Challenges Confronting Students With Disabilities in Research Engagement in South Africa." In Postgraduate Research Engagement in Low Resource Settings, 129–49. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-0264-8.ch008.

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This chapter presents physical barriers, lack of adequate funding, poor supervision, delay in feedback, communication difficulties, negative attitudes, and impairment-related disadvantages as the unique challenges confronted by students with disabilities when doing research in higher education in South Africa. Data were collected through scanning South African and international literature available on Google scholar, ProQuest, in books, journal articles, and online resources. Informed by decolonial theory, the invisible underlying causes of the challenges are discussed. Suitable assistive devices, listening to students with disabilities' voices, and more time allocation are suggested as strategies that could improve research engagement for students with disabilities.
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Tripathy, Abinash, and Santanu Kumar Rath. "Classification of Sentiment of Reviews using Supervised Machine Learning Techniques." In Cognitive Analytics, 143–63. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2460-2.ch009.

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Sentiment analysis helps to determine hidden intention of the concerned author of any topic and provides an evaluation report on the polarity of any document. The polarity may be positive, negative or neutral. It is observed that very often the data associated with the sentiment analysis consist of the feedback given by various specialists on any topic or product. Thus, the review may be categorized properly into any sort of class based on the polarity, in order to have a good knowledge about the product. This article proposes an approach to classify the review dataset made on basis of sentiment analysis into different polarity groups. Four machine learning algorithms viz., Naive Bayes (NB), Support Vector Machine (SVM), Random Forest, and Linear Discriminant Analysis (LDA) have been considered in this paper for classification process. The obtained result on values of accuracy of the algorithms are critically examined by using different performance parameters, applied on two different datasets.
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Conference papers on the topic "Supervisor negative feedback"

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Bikse, Iveta, and Uldis Pāvuls. "Supervisor and Co-Worker Feedback Environment and Blue-Collar Employee Engagement." In 80th International Scientific Conference of the University of Latvia. University of Latvia Press, 2022. http://dx.doi.org/10.22364/htqe.2022.05.

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The aim of the research is to study the relationships between feedback and employee engagement among manufacturing workers. There has been little research on the topic involving low-skilled or blue-collared employees. The aim of the study is to identify what are relationships between the feedback provided by one’s supervisor and their co-workers and the employee engagement in manufacturing companies. Three hypotheses were tested. First, there is positive correlation between high scores of supervisor feedback environment and co-worker feedback environment and employee engagement. Second – there is negative relationship between the age of workers and their engagement; the third hypothesis – there is positive relationship between the blue-collar employees’ tenure and their work engagement. The study involved 495 respondents, blue-collar workers in manufacturing companies. The average age of the respondents was 42 years (range 18 to 75 years), and their work experience ranges from 0 to 10+ years. Questionnaire in Latvian and Russian were prepared for the study. Instruments used– Feedback Environment Scale (Steelman & Levy, 2004) was adapted and Utrecht Work Engagement Scale (UWES-9, Schaufeli & Bakker, 2003). The results confirm findings of previous studies – high indicators in feedback environment predict high level of employee engagement. Supervisor feedback has higher level of influence than the one provided by co-workers. The most important factors of feedback provided by one’s supervisor that affect the engagement are Feedback quality and Favorable feedback. The important factors of co-worker feedback are the Feedback delivery and Favorable feedback. The effect of age and tenure on engagement was not confirmed.
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Yang, Chenxiao, Qitian Wu, Jipeng Jin, Xiaofeng Gao, Junwei Pan, and Guihai Chen. "Trading Hard Negatives and True Negatives: A Debiased Contrastive Collaborative Filtering Approach." In Thirty-First International Joint Conference on Artificial Intelligence {IJCAI-22}. California: International Joint Conferences on Artificial Intelligence Organization, 2022. http://dx.doi.org/10.24963/ijcai.2022/327.

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Collaborative filtering (CF), as a standard method for recommendation with implicit feedback, tackles a semi-supervised learning problem where most interaction data are unobserved. Such a nature makes existing approaches highly rely on mining negatives for providing correct training signals. However, mining proper negatives is not a free lunch, encountering with a tricky trade-off between mining informative hard negatives and avoiding false ones. We devise a new approach named as Hardness-Aware Debiased Contrastive Collaborative Filtering (HDCCF) to resolve the dilemma. It could sufficiently explore hard negatives from two-fold aspects: 1) adaptively sharpening the gradients of harder instances through a set-wise objective, and 2) implicitly leveraging item/user frequency information with a new sampling strategy. To circumvent false negatives, we develop a principled approach to improve the reliability of negative instances and prove that the objective is an unbiased estimation of sampling from the true negative distribution. Extensive experiments demonstrate the superiority of the proposed model over existing CF models and hard negative mining methods.
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Yi, Tangtang, and Yuexiang Shi. "Negative Examples Supervised Feature Filtering Strategy in Relevance Feedback." In 2008 Fourth International Conference on Natural Computation. IEEE, 2008. http://dx.doi.org/10.1109/icnc.2008.386.

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