Feeling shame in the workplace: Examining negative feedback as an antecedent and performance and well‐being as consequences
研究考察了主管负面反馈如何引发员工羞耻感，以及羞耻感对当日情绪耗竭和次日工作绩效的影响，发现高领导-成员交换关系会增强这种关联。
Summary Shame is a powerful but understudied emotion in organizational settings, and its antecedents and consequences have been of key interest. Drawing on Daniels and Robinson's (2019) framework of organizational shame, we first investigated supervisor negative feedback, a common practice in supervisor–subordinate interactions, as a predictor of employees' shame. We further investigated the daily effects of shame on well‐being and performance. The hypothesized model was tested using a daily diary method from 119 full‐time employees across five consecutive working days. The results show that supervisor negative feedback is associated with employees' feelings of shame at the within‐person level, increasing their end‐of‐work emotional exhaustion while improving their next‐day in‐role and extra‐role performance. Further, individual‐level leader–member exchange (LMX) moderated the relationship between negative feedback and shame, with the relationship being stronger under high LMX. We discuss how our study contributes to the shame literature by emphasizing the predictive role of negative feedback and the repair motive of shame in determining its consequences.