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Utmattningsdepression till följd av brister i den psykosociala arbetsmiljön är ett ökande samhällsproblem i Sverige. En komplex interaktion mellan individuella och organisatoriska faktorer föranleder denna problematik. Forskning visar att en individs personlighet och brist på feedback i arbetslivet är betydande faktorer vid utvecklandet av en utmatt- ningsdepression. Föreliggande studie ämnade därför att undersöka olika personlighets- typers behov av feedback i arbetslivet, i syfte att bidra till en del av ett förebyggande ar- bete att motverka utvecklandet av utmattningsdepressioner. En kvantitativ studie utför- des hos tre olika organisationer där data samlades in från 143 anställda via en webb- enkät. I ett försök att kartlägga behovet av feedback genomfördes en standard multipel regressionsanalys. De universala personlighetsdomänerna ur “The big five personality- theory” utgjorde de oberoende variablerna vilka studerades i förhållande till den bero- ende variabeln “feedback orientation”. Resultatet av den multipla regressionsanalysen visade att modellen förklarade 8,5 % av individers “feedback orientation” där signifi- kanta enskilda prediktorer utgjordes av neuroticism (p = 0,020) och “agreeableness” (p = 0,010) gällande det totala antalet deltagare. En könsbunden skillnad framkom även i resultatet, där en icke-sigifikant modell uppstod gällande män. Vad gäller kvinnor var “agreeableness” en signifikant prediktor (p=0,001) till “feedback orientation”. Avslutningsvis diskuteras studiens resultat, applicerbarhet och brister, där även förslag till framtida forskning läggs fram. / Occupational fatigue syndrome, also known as burnout, is an increasing societal issue in Sweden.Acomplex interaction between individual and organisational factors may cause this problem. Research has shown that personality and absence of feedback, impact the development of the syndrome. This study aim to examine the need of feedback in different personality types, with the purpose to shed light on some factors which could help to prevent the development of burnout. A quantitative study was initiated at three different organisations and 143 employees were assessed through an online sur- vey. With an attempt to chart the need of feedback, a standard multiple regression ana- lysis was performed. The universal domains of personality from “The big five personality-theory” represented the independent variables that was examined in relation to the dependent variable “feedback orientation”. The results of the multiple regression analysis shows that the model explained 8,5 % of individuals feedback orientation, sig- nificant predictors where neuroticism (p=0,020) and agreeableness (p=0,010), regarding the total number of participants. Furthermore, the results also showed a difference between genders where a non-significant modell appeared for men. Although, when it comes to women ”agreeableness” was a significant predictor (p=0,001) for ”feedback orientation”. In conclusion, the study's results, practical implications and inadequacies are discussed as well as suggestions for future research.

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Purpose: Artificial intelligence (AI) is a rapidly growing frontier. One promising area for AI is its potential to assist sales managers in providing salesperson feedback. Despite this promise, little work has been done within the business-to-business (B2B) sales domain to investigate the potential impact of AI feedback on critical sales outcomes. The purpose of this research is to explore these issues and respond to calls in the literature to determine how AI can enhance salesperson adaptability and performance. Design/methodology/approach: Survey data from a sample of 246 B2B salespeople was used to test the conceptual model and research hypotheses. The data were analyzed using partial least squares structural equation modeling (PLS-SEM). Findings: The findings provide broad support for the model. An AI-feedback rich environment and salesperson feedback orientation predicted perceived accuracy of AI feedback which, in turn, strengthened intentions to use AI feedback. These favorable reactions to AI feedback positively related to adaptive selling behaviors, and adaptive selling behaviors mediated the relationships between intentions to use AI feedback and organizational commitment, as well as sales performance. Contrary to expectations, it did not mediate the relationship between intentions to use AI feedback and job satisfaction. Practical implications: The managerial implications of this study lie in explaining practical considerations for the implementation and use of AI feedback in the sales context. Originality/value: This study extends literature on technology adoption, performance feedback and the use of AI in the B2B sales domain. It offers practical insight for sales managers and those responsible for implementing AI solutions in sales.

Indiana University-Purdue University Indianapolis (IUPUI) / Despite its status as a commonly used and seemingly vital talent management system, performance management has received an abundance of criticism surrounding its effectiveness and utility in organizations. Existing deficiencies in performance management are largely attributed to gaps in its strategy and implementation, with researchers arguing that organizations need to spend more effort supporting personnel engagement in informal, “everyday” performance management behaviors to drive performance. The present study sought to expand on existing performance management research by investigating: 1) how supervisor engagement in informal performance management behaviors influences employee perceptions of overall performance management and 2) how employee feedback orientation and implicit person theory potentially alter those perceptions. The hypothesized model was tested using an online survey sent through Prolific academic to a random sample of 351 full-time United States employees. A series of hierarchical regressions revealed that employee perceptions of performance management were positively predicted by supervisor engagement in informal performance management behaviors. However, employee feedback orientation and implicit person theory were not found to significantly moderate these effects. The present study contributes to performance management literature by examining the degree to which informal supervisor performance management behaviors shape employee reactions to performance management. Implications, limitations, and directions for future research are discussed.

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<p>Despite its status as a commonly used and seemingly vital talent management system, performance management has received an abundance of criticism surrounding its effectiveness and utility in organizations. Existing deficiencies in performance management are largely attributed to gaps in its strategy and implementation, with researchers arguing that organizations need to spend more effort supporting personnel engagement in <em>informal</em>, “everyday” performance management behaviors to drive performance. The present study sought to expand on existing performance management research by investigating: 1) how supervisor engagement in <em>informal </em>performance management behaviors influences employee perceptions of <em>overall </em>performance management and 2) how <em>employee </em>feedback orientation and implicit person theory potentially alter those perceptions. The hypothesized model was tested using an online survey sent through Prolific academic to a random sample of 351 full-time United States employees. A series of hierarchical regressions revealed that employee perceptions of performance management were positively predicted by supervisor engagement in informal performance management behaviors. However, employee feedback orientation and implicit person theory were not found to significantly moderate these effects. The present study contributes to performance management literature by examining the degree to which informal supervisor performance management behaviors shape employee reactions to performance management. Implications, limitations, and directions for future research are discussed. </p>

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