The mediating role of job autonomy between performance feedback and work performance: A millennial perspective

Article type: Research Article

Authors: Ulrych, Wojciech^{; *}

Affiliations: Department of Human Resources Management, Faculty of Management, University of Łódź, Łódź, Poland

Correspondence: [*] Corresponding author: Wojciech Ulrych, E-mail: wojciech.ulrych@uni.lodz.pl, ORCID ID: 0000-0002-9477-2479

Abstract: BACKGROUND:During such an uncertain time like a pandemic, job autonomy can play a pivotal role. It can build bridges between performance feedback and work performance in the millennial workplace. To do so, a set of management practices must be put in place to meet millennial needs. OBJECTIVE:This paper’s aim is to explore how job autonomy can be used at its best in the context of the millennial generation and the relationship to both performance feedback and work performance. METHODS:A theoretical performance feedback-work performance model mediated by job autonomy has been built based on current literature and empirical research. The research sample consisted of 185 purposefully selected working students from the Faculty of Management at the University of Łódź. RESULTS:Individual autonomy can play a positive mediating role between performance feedback and work performance in the millennial workplace. Job autonomy is a partly mediating construct regarding the model. CONCLUSIONS:Job autonomy is an important tool to improve individual performance through individual-tailored performance feedback. This study shows how a line manager can be a more future-oriented coach and an effective listener rather than just being somebody who constantly monitors their work.

Keywords: Job autonomy, performance feedback, work performance, millennials, pandemic

DOI: 10.3233/HSM-211513

Journal: Human Systems Management, vol. 41, no. 4, pp. 423-433, 2022