The double-edged sword: investigating when and why supervisor negative feedback promotes versus inhibits employee performance

Abstract

PurposeThe purpose of this study is to investigate when and why supervisor negative feedback is associated with employees' job performance via two different pathways (i.e. emotion-focused coping and problem-focused coping) and to introduce proactive personality as a moderator.Design/methodology/approachTime-lagged data were collected using a field survey research design. Participants included 389 dyads of employees and their direct supervisors from five companies in China.FindingsSupervisor negative feedback can lead to employees' emotion-focused coping, which in turn impairs their job performance. Meanwhile, supervisor negative feedback can trigger employees’ problem-focused coping, which subsequently promotes their job performance. Furthermore, proactive personality moderates the indirect effect of supervisor negative feedback on employee performance through emotion-focused coping.Originality/valueThis study explored the double-edged effects of supervisor negative feedback on employee job performance from a coping strategy perspective and investigated how proactive personality influences the choice of coping strategies.