This phenomenological qualitative study researched the perceptual differences of subordinates, which existed in reaction to the individual supervisor’s feedback during a performance feedback conversation. The subordinates’ perceptions were based on the supervisors’ verbal communication. Interviews were conducted with approximately thirty participants identifying perceptual differences and formulating strategies to improve the communication during the process of individual performance feedback conversations.
The research showed much opportunity for what existed in the communication between a supervisor and subordinate during a performance feedback conversation. The data collected showed indeed, there were perceptual differences that existed, but the data also showed supervisors typically thought their performance feedback communication was understood when in actuality it was only partially understood or not understood at all. The perceptual differences had several causes that were evident in examination of the data. The findings showed that the predominate reasons were poor communication skills, lack of time to prepare and deliver, and the supervisors’ understandings of what their subordinates really understood.
About the Author
Dr. Laina Molaski has a Bachelor's in Business Administration from Rochester College, an M.B.A. from Indiana Wesleyan University, and a PhD. in Business Administration with a concentration in Human Resources and Management from North Central University. Dr. Molaski also runs her own HR business and serves on numerous advisory boards.