| Abstract [eng] |
Organizations today operate in highly competitive and constantly changing conditions. To maintain their position and function effectively, they must ensure that employees continue to improve and deliver strong performance. This need encourages the use of various leadership and personnel management practices aimed at developing employee competencies, supporting career growth, and helping acquire necessary skills to meet growing demands. As part of this process, managers regularly provide feedback to employees. Through this communication, individuals gain awareness of how their skills are currently viewed, where improvements are expected, and what future goals they should aim for. Still, those in leadership roles must remain aware that strong results are most likely to come from people who feel good about their work lives. Ensuring that emotional needs are respected and supported in the workplace becomes central to this goal. The way employees feel – shaped by both mental and social conditions – can be captured through the concept of psychosocial experiences. These experiences play a key role in shaping motivation, job satisfaction, and general well-being. Positive conditions can lift performance, while negative ones may harm both mental state and output. This study investigates how managerial feedback affects employees not only in terms of professional expectations but also how they experience their roles on a personal level. The research draws on the SCARF model, which identifies five social needs that often influence behavior in work settings: status, certainty, autonomy, relatedness, and fairness. By looking into how these elements interact with feedback practices, the project explores the balance between achieving targets and supporting a healthy, people-centered environment. The findings offer insights into what employees go through emotionally in response to management communication and propose ways to better align feedback with both personal and organizational needs. |
