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PurposeThis paper aims at examining how different types of shop floor performance feedback affect employee motivation and engagement. Based on this dataset, the authors analyzed the relationship between five types of performance feedback (safety, quality, productivity, improvement and individual performance) and three types of human-related outputs (motivation, role clarity and engagement) in light of socio-technical systems theory.Design/methodology/approachThe authors designed a survey instrument and collected data from 492 employees of a large beverage distribution company. The authors used robust construct validity tests and multiple regression analysis to test the hypotheses.FindingsThe findings indicated significant positive effects of feedback on overall production, improvements and individual performance on all human-related outputs. In turn, safety and quality performance feedback had no statistically significant impact in motivation or engagement. These findings highlight the mixed nature of the impact of performance feedback on human-related outputs that have been neglected in the literature.Originality/valueThe joint analysis of the social and technical portion of performance feedback is unusual despite its clear relevance, which characterizes an original contribution of the authors’ work. Although previous literature supports the effect of performance feedback on motivation and engagement, previous studies have not tested how different types of feedback affect those social constructs.

Healthcare environments are known to be intense in knowledge and constant stress. Exchanging information through social interactions in the work environment was addressed in this study of an emergency department in order to answer the following research question: “Regarding knowledge management, what are the relationships between resilient performance and burnout?”. To do so, we used the resilience social network questionnaire and the Maslach Burnout Inventory. Results showed that resilience is positively correlated to burnout. Nurses are the most resilient actors. In addition, professional experience and participating in huddles relate to a greater contribution to the organisation's resilience performance. Therefore, the constant use of resilient capacity takes a toll on health care professionals. Knowledge sharing also promotes informal leadership, providing more skilled professionals and highly qualified human capital.