| Abstract [eng] |
This study aims to investigate the relationship between supervisor feedback characteristics, leader-member exchange, and perceived organizational justice. Overall, 182 employees participated in the study, all of whom had a direct supervisor. All participants completed a survey consisting of perceived feedback, perceived organizational justice, and leader-member exchange (LMX-7) scales, along with a socio-demographic questionnaire and two additional questions. The results of quantitative study showed that the feedback form (face-to-face or remote) did not significantly affect perceptions of any study/measured construct - LMX quality; feedback constructiveness, immediacy and frequency; or perceptions of distributive, procedural, informational, and interpersonal justice. However, according to results of mediation analysis, feedback constructiveness, as well as immediacy and frequency were found to be significantly related to LMX. Moreover, leader-member exchange acts as a mediator in the relationship between both feedback characteristics (constructiveness, immediacy and frequency) and perceived interpersonal, informational, and procedural justice. Feedback constructiveness directly relates to distributive justice, while the significant relationship between feedback immediacy and frequency and perceived distributive justice is only possible through LMX. |
