상사의 피드백 의도에 대한 구성원의 인식이 직무만족에 미치는 영향: 피드백 추구 행동의 매개효과를 중심으로

In a rapidly changing environment, companies are striving to improve the performance of their organizations, and the importance of human resource management is increasing in that the performance of the organization is directly related to the performance of individual members of the organization. It is the feedback that has proven to be effective in managing human resources. Feedback is an activity that is constantly carried out during the performance of a task. In recent years, attention has been paid to Feedback-Seeking Behavior (FSB), which is an active action for employees to pursue valuable information (feedback). FSB has positive effects on job performance and job satisfaction through previous studies. However, most research focuses on the results through feedback, and research on the analytical effort of the employees in processing feedback information is lacking. The purpose of this study is to investigate the influence of perceived supervisor feedback intentions (constructive vs. non-constructive) on job satisfaction and FSB (inquiry and monitoring) by setting the perception of the supervisor’s feedback intentions as a mediating variable. Data were collected from 183 employees from small and medium business firms using a self-reported questionnaire, and the main results are as follows. First, perceiving supervisor feedback intentions as constructive was positively associated with job satisfaction whereas perceiving them as non-constructive was negatively associated with job satisfaction. Second, perceived supervisor feedback intentions were significantly related to FSB. Specifically, the constructive intention was positively related only to feedback inquiry whereas non-constructive intention was negatively related to feedback inquiry and positively related to feedback monitoring. Third, while feedback inquiry had a positive influence on employees’ job satisfaction, feedback monitoring did not have a significant influence on it. Finally, it was found that there was no mediating effect between perceived supervisor feedback intentions and job satisfaction. This study provides several contributions and implications. First, this study contributed to the expansion of the antecedents for feedback seeking concerned with supervisor credibility. Second, the perceived supervisor feedback intentions is a crucial factor to account for job satisfaction and FSB, and contributes to expanding our understanding of the internal process of how employees’ perceptions after receiving feedback lead to behavioral responses and job satisfaction. Third, this study attempts to examine how feedback seeking strategies (monitoring, inquiry) are influenced by two kinds of employees’ perceptions of intentions underlying supervisor feedback. Finally, FSB functioned as a consequence of employees’ perceptions of supervisor feedback intentions like job satisfaction. In other words, perceived intentions led to continuous employees’ FSB. Additional research issues are delineated at the end of this study with some directions for future research.