The effects of performance feedback on organizational citizenship behaviour: A systematic review and meta-analysis
Journal article, Peer reviewed
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Original versionTagliabue, M., Sigurjonsdottir, S. & Sandaker, I. (2020). The effects of performance feedback on organizational citizenship behaviour: a systematic review and meta-analysis. European Journal of Work and Organizational Psychology. doi:https://doi.org/10.1080/1359432X.2020.1796647 https://doi.org/10.1080/1359432X.2020.1796647
Performance feedback is a managerial practice whose effects widely impact job satisfaction and commitment. Job satisfaction and commitment represent antecedents of organizational citizenship behaviour (OCB), denoting a willingness to cooperate. However, there has been little research on the direct relationship between performance feedback and OCB. Previous works addressed their mediating role, such as organization-based self-esteem, job satisfaction or other measures of discretionary effort. Our search of peer-reviewed studies containing measures of feedback and OCB found 15 studies, containing 21 critically appraised correlation measures. While descriptive findings of the systematic review showed a small correlation, studies that contained measures of feedback frequency were more likely to include higher reports of OCB than studies containing measures of feedback properties. After computing correlation scores to effect sizes, findings from the meta-analysis indicated a small average effect size of performance feedback on OCB (radj =.27, 95% CI =.21 –.33). The discussion addresses the differential effects of positive and negative feedback, frequency, and properties of feedback on reports of OCB levels (by employees and supervisors), as well as further applications for line management.