Negative feedback and employee job performance: Moderating role of the Big Five

Yun Guo1, Yanhong Zhang2, Jianqiao Liao3, Xinwei Guo1, Jintao Liu1, Xiang Xue1, Cunchao Li1, Min Zhang1, Yumei Zhang1
1Department of Economics and Management, Binzhou University, People’s Republic of China
2School of Management, Wuhan University of Science and Technology, People’s Republic of China
3School of Management, Huazhong University of Science and Technology, People’s Republic of China
Cite this article:  Guo, Y., Zhang, Y., Liao, J., Guo, X., Liu, J., Xue, X., Li, C., Zhang, M., & Zhang, Y. (2017). Negative feedback and employee job performance: Moderating role of the Big Five. Social Behavior and Personality: An international journal, 45(10), 1735-1744.

Volume 45 Issue 10 | e6478 | Published: November 2017 | DOI: https://doi.org/10.2224/sbp.6478

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We used hierarchical linear regression analysis to test the relationship between negative feedback and employee job performance, and explored the moderating role of the Big Five personality traits in this relationship. Participants were 357 supervisor–subordinate dyads in China; subordinates responded to negative feedback and Big Five personality traits measures, and direct supervisors rated their employees’ job performance. Results showed that negative feedback was negatively related to employee job performance, and that the Big Five personality traits moderated this relationship. Specifically, the strength of the negative relationship between negative feedback and job performance was reduced as extraversion, openness to experience, agreeableness, emotional stability, and conscientiousness increased. Implications for management and theory are discussed.

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