The effect of e‐mail on attitudes towards performance feedback

Abstract

Purpose

The purpose of this research is to argue that people's inherent attitudes towards the various communication media (e‐mail, paper‐form, face‐to‐face) will change their reactions to identical performance feedback.

Design/methodology/approach

Using an empirical scenario study with 171 business school students as participants, peoples' attitudes were explored about the use of e‐mail for feedback by having participants enact the role of an organizational employee receiving (identical) feedback via e‐mail, paper‐form, or a face‐to‐face conversation.

Findings

It was found that people responded most positively to the feedback when they believed it was delivered via paper‐form, and most negatively when they believed it was delivered via e‐mail. Thus it is theoretically challenged that the notion that all text‐based media (i.e. paper‐form and e‐mail) should be considered identical, and empirically document differences. Further, the negative reaction to the concept of feedback delivered via e‐mail was magnified by a performance‐goal orientation as opposed to a learning goal‐orientation.

Practical implications

It is argued that the norms and expectations about each medium should play a significant role in determining appropriate feedback communication tools.

Originality/value

This research can help individuals and organizations decide the mode of communication they use to deliver feedback.

Citation

Kurtzberg, T.R., Belkin, L.Y. and Naquin, C.E. (2006), "The effect of e‐mail on attitudes towards performance feedback", International Journal of Organizational Analysis, Vol. 14 No. 1, pp. 4-21. https://doi.org/10.1108/10553180610739722