Is coworker feedback more important than supervisor feedback for increasing innovative behavior?
By N. Eva, Hannah Meacham, Alexander Newman, G. Schwarz, Tse Leng Tham. Human Resource Management, 2019
104 citations recorded by the source corpus.
A growing body of research explores human resource management practices that encourage employees to innovate. In this study, we examine the links between different sources of feedback (supervisor and coworker) and employees innovative behavior. Drawing on social exchange theory and the job demands-resources theory, we first propose that work engagement and psychological contract breach mediate the relationship between supervisor feedback and employees innovative behavior. Second, we propose a moderated mediation model in which coworker feedback attenuates the relationships between supervisor feedback and employees innovative behavior through the mediating mechanisms of both work engagement and psychological contract breach. Using three waves of multisource data from 300 Chinese employees and their 64 supervisors, we found a dual-mediation pathway by which employees work engagement and perceptions of psychological contract breach mediate the influence of supervisor feedback on innovative behavior. Our results also show that coworker feedback can be used to supplement the lack of supervisor feedback when required. Organizations are advised to ensure that employees obtain regular feedback from multiple sources because such feedback can promote employees work engagement and perceptions that the organization is upholding its side of the psychological contract, which fosters employees innovative behavior.
Subfields: Accounting, Organizational Behavior and Human Resource Management, Safety Research
View Paper: https://www.semanticscholar.org/paper/01992a8568ab976ab88f1c5758a97d1c2002e154
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In Organizational Behavior and Human Resource Management
Citations in the corpus
- How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy (2021, background): “[29] explored the relative influence of coworker and supervisor feedback, and identified how this feedback interacted to foster innovative behavior among Chinese employees.”