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Linking supervisor developmental feedback to in-role performance: The role of job control and perceived rapport with supervisors

Published online by Cambridge University Press:  21 April 2020

Zhenduo Zhang ,
Li Zhang ,
Honglei Wang  and
Junwei Zheng Open the ORCID record for Junwei Zheng [Opens in a new window]
Zhenduo Zhang
Affiliation:
School of Management, Harbin Institute of Technology, Harbin 150001, China
Li Zhang*
Affiliation:
School of Management, Harbin Institute of Technology, Harbin 150001, China
Honglei Wang
Affiliation:
College of Economics and Management, Northeast Agricultural University, Harbin 150030, China
Junwei Zheng*
Affiliation:
Department of Construction Management, Kunming University of Science and Technology, Kunming 650500, China
*
*Corresponding author. Email: [email protected] and [email protected]
*Corresponding author. Email: [email protected] and [email protected]
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Abstract

This paper investigates the underlying mechanism and boundary condition of the relationship between day-level supervisor developmental feedback (SDF) and day-level in-role performance (IRP) based on the framework of social exchange theory. The current study collects 290 matched surveys nested in 58 Chinese employees for five consecutive days, employing experience sampling method. Using hierarchical linear regression analysis, this paper examines the mediating role of perceived rapport with supervisors (PRS) and the moderating role of job control. Results show SDF has a positive effect on PRS and consequently enhances employee IRP. This indirect effect is moderated by employee job control. When job control is high, SDF helps supervisors develop a high-quality rapport with employees and is conducive to employees improving their IRP. However, when job control is low, the positive effect of SDF on IRP through PRS is not significant.

Keywords

supervisor developmental feedbackin-role performanceperceived rapport with supervisorsjob controlexperience sampling method
Type
Research Article
Information
Journal of Management & Organization , Volume 30 , Issue 2 , March 2024 , pp. 331 - 346
Copyright
© Cambridge University Press and Australian and New Zealand Academy of Management 2020.

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