Supervisor Developmental Feedback and Employee Job Performance: Chain Mediation of Emotional Intelligence and Feedback Seeking

Abstract

Feedback, one of the most common employee behavioral interventions in an organization, has a major impact on managers leading employees to achieve organizational goals and improve performance. But this is not the case. When feedback is used as a negative evaluation, employees intentionally evade or not accept, so that they cannot achieve the purpose of correcting behavior and improving performance. Supervisor development feedback, as an information-based behavior, has an important impact on employee skills development and future development, and achieves the goal of improving performance in a relaxed and pleasant atmosphere. Through practical research, it is found that feedback is a very important factor in the process of affecting performance. When employees are able to actively seek feedback from leaders, the leadership is more supportive of employee activities, and on the other hand, employees are more able to accurately capture leadership feedback information, so as to achieve quick resolution of problems and improve work performance. Under the special background of paying attention to the philosophy of human beings in China, we incorporate emotional intelligence into the research, which can better reflect the authenticity of research and constructive suggestions for business management practice. Keywords—Supervisor Developmental Feedback; Feedback Seeking Behavior; Emotional Intelligence; Job Performance