BEYOND PERFORMANCE APPRAISAL: EXAMINING THE ROLE OF SUPERVISOR BEHAVIOUR AND RECOGNITION IN CONTINUOUS FEEDBACK SYSTEMS

DOI: https://doie.org/10.65985/APER.2026977741

Authors:

Dr. Nitin Vazirani, Dr. Swati Kulkarni, Dr. Gunjan Hasijani

Keywords:

Continuous feedback, supervisor behaviour, employee satisfaction, organizational justice, social exchange theory, performance management

Abstract:

The shift from traditional annual performance appraisals to continuous feedback systems has transformed how organizations manage employee performance and development. However, limited research exists on how employees perceive such systems, particularly in relation to fairness and supervisory behaviour. Grounded in Organizational Justice Theory and Social Exchange Theory, this study examines the determinants of employee satisfaction with continuous performance feedback. A quantitative research design was adopted using primary data collected from 402 working professionals across diverse sectors, including IT, banking, retail, and service industries. Data were analysed using reliability analysis, exploratory factor analysis, correlation, and multiple regression techniques. The findings reveal that supervisor behaviour and praise have a significant positive impact on employee satisfaction, highlighting the importance of relational and recognition-based aspects of feedback. In contrast, criticism and comfort level were found to have no significant influence. The results suggest that employees value supportive, respectful, and engaging feedback interactions more than corrective or contextual elements. The study contributes to the literature by integrating fairness and relational perspectives into the understanding of continuous feedback systems, particularly in the context of emerging market workplaces. The findings offer practical implications for organizations seeking to design effective feedback mechanisms that enhance employee engagement and satisfaction.

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