Fairness perceptions of supervisor feedback, LMX, and employee well-being at work

By Jennifer L. Sparr, Sabine Sonnentag. 2008

230 citations recorded by the source corpus.

In a field study we examined employees' fairness perceptions of supervisor feedback and their relationships with employee well-being (job depression, job anxiety, job satisfaction, turnover intentions) and perceived control at work. We hypothesized quality of leader – member exchange (LMX) to partially mediate these relationships. We measured the above constructs in two different industries at two separate times over an interval of 6 months. Results from hierarchical regression analyses based on data from 99 employees supported our hypotheses. Perceived fairness of feedback was positively related to job satisfaction and feelings of control at work, and negatively related to job depression and turnover intentions. These relationships were mediated by the quality of LMX. Job anxiety was neither related to fairness perceptions of feedback nor to LMX, but positively related to frequency of negative feedback from the supervisor. Our research contributes to both, the feedback and leadership fairness literature, in connecting fairness of leader feedback to LMX and important work-related outcomes.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/96c332db12177e9c73f0aff38e01fc31693199d0

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Leadership development as an intervention in occupational health psychology (2010, unknown): “In an interesting field study, Sparr and Sonnentag (2008) suggested that fairness”
Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “Very few studies addressed this process through a mediational path – exceptions are studies that found helplessness (Sparr & Sonnentag, 2008b) and reputation maintenance (Baer et al., 2015) concerns to mediate (social-cognitive mediators) the relationship between leadership negative mediational…”
When and how health‐oriented leadership relates to employee well‐being—The role of expectations, self‐care, and LMX (2021, background): “Indeed, research shows that individuals having high- quality relationships with their supervisors report less exhaustion, less job- related depression and reduced health complaints (Gregersen et al., 2016; Martin et al., 2005; Probst et al., 2016; Sparr & Sonnentag, 2008).”
The Effects of Performance Rating, Leader–Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective (2014, background): “In research on performance appraisal reactions, methods bias specifically arising from affectivity has been a topic of interest (Keeping and Levy 2000; Sparr and Sonnentag 2008).”
Leader Mindfulness and Employee Performance: A Sequential Mediation Model of LMX Quality, Interpersonal Justice, and Employee Stress (2018, unknown): “2000; Rupp and Cropanzano 2002; Sparr and Sonnentag 2008).”