Not one, two, or three, it takes several supervisory feedback characteristics for effective feedback: a latent profile analysis and experimental vignette

This study examined the impact of supervisory feedback and employee characteristics on feedback effectiveness. First, utilizing a person-centered approach, I conducted latent profile analysis to check for the number of supervisory feedback latent profiles within the sample. Second, I used a within-subjects experimental vignette to check for the effects of supervisory feedback profiles on employee feedback processing. I also employed feedback sign as a moderator and employee task processes and meta-processes as mediating variables. These relationships were investigated in a mixed-population sample (N = 452; Mage= 34.75 years, SDage = 10.35). For instance, the relative indirect effects of medium-quality SF (compared to low-quality SF) on perceived accuracy through task processes and meta-processes were significant (ab = 0.50, SE = 0.13, and 95% CI [.23, .36] and ab = 0.44, SE = 0.14, and 95% CI [0.21, 0.47], respectively). No moderating effect was found for the feedback sign. Findings suggest supervisors and employees can benefit from training focused on improving feedback quality and processing.