Unraveling the managerU+2019s role in feedback: the impact of feedback on the well-being and performance of employees and their managers.
Organizations are increasingly investing in the well-being and performance of their employees. Hereby, they recognize that feedback, provided by the manager, plays a crucial role. This claim is supported by empirical evidence, which shows that feedback greatly impacts employeesU+2019 well-being and performance. However, recent literature critiques this employee-sided dominance within current existing feedback research. Thus, in order to make fundamental progress in the field, we build on recent calls from the literature to also consider the manager's perspective. As such, we identify two main research gaps, which are (1) how do individual differences among managers impact their (de)motivating feedback-giving behavior, which in turn impacts employeesU+2019 well-being and performance; and (2) how does providing feedback impact the well-being of the managers themselves. More specifically, in our first research objective, we will explore how managersU+2019 goal orientation impacts employeesU+2019 employability (study 1) and burnout (study 2) by providing either motivating (e.g. focus on learning) or demotivating (e.g. comparison with others) feedback. In our second research objective, we will investigate how and when providing continuous feedback impacts managersU+2019 occupational stress (study 3) and work engagement (study 4).