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This paper explores the transformative impact of regular employee feedback and recognition in the workplace. This study aims to provide a comprehensive understanding of the role of feedback in fostering a culture of accountability and appreciation, thereby improving organizational effectiveness and employee satisfaction.

The paper adopts a qualitative approach, drawing on extensive professional experience and contemporary Human Relations practices. It synthesizes insights from various employee engagement strategies, feedback mechanisms and recognition programs implemented in diverse organizational settings. The methodology includes an analysis of best practices in feedback delivery, the role of technology in Human Relations and the challenges of implementing effective feedback systems. The approach is grounded in practical Human Relations expertise, offering a real-world perspective on managing employee engagement.

This paper finds that clear communication of expectations, setting achievable goals, providing resources and acknowledging success are key to effective feedback. The study also reveals the importance of personalized, empathetic feedback approaches and the strategic use of technology in HR processes.

The insights presented are based on the author’s extensive experience and existing literature, which may not encompass all possible scenarios in diverse organizational contexts. Future research could benefit from empirical studies to validate these findings across different industries and company sizes.

This paper offers actionable strategies for HR professionals and managers to enhance employee engagement through effective feedback and recognition. The paper also discusses the integration of technology in feedback processes and the importance of ongoing training for effective feedback delivery. These insights are valuable for organizations aiming to foster a positive work environment and high employee morale.

The study highlights the social dimension of workplace feedback, emphasizing its role in building a supportive and inclusive work culture. It underscores the importance of recognizing diverse feedback preferences and the impact of empathetic, personalized communication on employee well-being and job satisfaction. The paper advocates for feedback practices that contribute to a more engaged, motivated and socially connected workforce.

This paper offers a unique blend of practical HR expertise and strategic insights into employee feedback and recognition. It fills a gap in the literature by providing a comprehensive view of the impact of feedback on employee engagement and organizational performance. The paper’s value lies in its practical applicability and its contribution to the understanding of effective feedback strategies in modern workplaces.

The 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.

Time-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.

Supervisor 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.

This 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.

Emphasizing the increasing need for social presence in interpersonal interactions and the irreplaceable aspects of face-to-face communications, this study aims to explore the emotional impact of interpersonal influence on consumers after purchase. As individuals respond differently to others’ feedback (positive and negative/verbal and nonverbal), the author investigates potential moderating factors of the impact of feedback on consumer’s emotions in a postpurchase context.

A qualitative study was conducted using the method of semistructured individual interviews to collect data. The author selected a heterogeneous group of 30 consumers belonging to two categories: 13 adults (including seven women and six men) and 17 adolescents (including eight girls and nine boys). The author took into account this type of sampling in the selection of respondents, as investigating the influence of the respondent’s gender is one of the research objectives.

The thematic content analysis method released a set of propositions the author suggests for future validation: five moderating factors the author established from the literature review (strength of social ties, level of expertise, type of the product and consumer’s age and gender), while four factors sprang from the collected data (consumer’s level of conviction, repetition of the feedback, the feedback’s argumentation and its level of discretion).

The subjectivity of the interviewees’ personal descriptions of their felt internal states affects the accuracy of their responses. In addition, the psychological aspect of the study provoked reluctance and discretion from some respondents. Further research studies could target these limitations to study each identified moderating factor separately and search for the secondary variables that tend to be linked to these factors (e.g. the expertise level is linked to personality variables, such as the perceived level of self-confidence). Furthermore, subsequent studies can go beyond the affective impact of feedback and investigate the behavioral aspect (repurchase intentions).

This study is of great importance in providing more explanations for the reasons why consumers repurchase or abandon a product. The importance of the emotional power of others’ feedback suggests that, when positioning their offers, marketers must ensure that their product has a strong chance of acceptance by consumer’s significant other. In addition, companies must argue their offers, allowing consumers to increase their knowledge about the product. Moreover, interpersonal cues and expertise level are more important competences to find in employees. Who is more than a vendor, for example, to be perceived as having a high level of expertise in his field?

This study stresses the importance of face-to-face interpersonal interaction in a time when social lives are submerged by social media and virtual communications. The findings suggest that offline social power still matters, and its impact is relative to multiple factors that count for consumers. Face-to-face interaction has been viewed as the most efficient way to satisfy individuals’ social needs for connectedness.

This paper provides new insights into the impact of offline interpersonal verbal and nonverbal feedbacks. The feedback-affect process within consumers was explored, and the postpurchase context was precisely emphasized.

In the article ‘Approaches to Social Skills Training’ we outlined three levels at which social skills training can be conducted in terms of learning by Thinking, Doing and Feeling. We pointed out that often trainers concentrate on learning in one or two of these areas rather than mixing the approaches and integrating them in one learning process. We summarised some of the ingredients and consequences of these three approaches and presented a broad spectrum of training styles from which the social skills trainer can select. Finally we pointed out the need to distinguish between training and therapy at one end of the spectrum, and suggested how the trainer could establish a clear boundary. In this article we examine feedback in detail as one aspect of social skills training and we explore the range of choices the trainer has in this area.

The purpose of this paper is to present tips for leaders on receiving and giving feedback.

Various types of feedback and the difference between feedback and criticism have been described.

It has been emphasized that leaders need to view feedback as a developmental tool. Its importance in achieving leadership excellence also has been stressed.

This paper argues that feedback helps employees to recognize their blind spots, correct themselves and perform better. It also serves as an employee retention tool. People crave feedback, especially positive feedback. But the feedback givers must know the art of giving feedback so that they are respected for it.

This paper advances the view that people excel through improvement and can improve through feedback.

This paper describes how to use feedback as a tool to develop future leaders.

A recent article reported that employees′ performance increased when they were allowed to chose the production method and were provided with the outcome feedback on their performance. Extends that study by analysing the effect of discretion, outcome feedback, and process feedback on employee satisfaction. The results of the experiments indicate that, although providing discretion and outcome feedback improved employee satisfaction, the improvement was statistically insignificant. The more interesting result indicates that satisfaction was significantly improved when employees were provided with process feedback in addition to discretion and outcome feedback.

Previous research indicates that unfavorable feedback, even unfavorable feedback provided for developmental purposes only, is not perceived as useful, results in negative reactions and is not associated with a recipient's willingness to change his or her behavior. This study examined the extent to which contextual variables mitigate these unwanted effects of developmental unfavorable feedback. Results indicate that employees are more motivated to improve their job performance based on unfavorable feedback when the feedback source is perceived to be credible, the feedback is of high quality and the feedback is delivered in a considerate manner.

This paper hypothesized that ratees who share their multisource feedback with raters and ask for suggestions would improve more than other ratees. The participants were 5,335 ratees in a large, global corporation who received multisource feedback. Nine months after the initial survey, there was a follow‐up survey in which raters indicated whether the feedback recipient had shared the feedback and asked for suggestions. One year after the initial survey, there was a second multisource feedback survey. It was found that sharing feedback and asking for suggestions accounted for only a very small (albeit statistically significant) proportion of variance in improvement over time. This paper discusses factors that may affect the impact of sharing feedback and asking for suggestions following multisource feedback.

To provide an insight into the work of sound artists who use feedback to create music based on Heinz von Foerster's “order from noise” principle.

Selected examples of current and past working methods are given to demonstrate the research value of the artistic use of feedback music. It is attempted to find analogies between multi‐disciplinary uses of feedback by using the language of cybernetics to describe artistic practice. The text is augmented by graphic representations of audible feedback.

Audible feedback is suggested as a prime example to study the behaviour of circular systems. Feedback music is established as valid artistic practice. A set of questions is devised to push forward a pan‐disciplinary discussion about feedback mechanisms.

Very little research has been done on the subject, thereby the paper concentrates on subjective interpretations by the author.

Can only be considered a starting point for further research.

This paper is written for the curious reader who wants to discover the feedback strand of experimental music. It serves as another example for Heinz von Foersters boundary defying influence.

Through the years, positive feedback has been accepted as an effective method of improving employee performance. However, recent research reviews question across individual consistency of this effect. This inconsistency may arise from the interaction of feedback type (positive and negative) with individual differences. A Contingency Model of Feedback is proposed. This model integrates previous theory and research. It has implications which would allow service sector managers to select the most appropriate feedback type for each employee.