Performance Feedback Accuracy Decline and Delay in Hybrid Work Arrangements

Rahayu Mardikaningsih; Siti Nur Halizah; Mila Hariani; Didit Darmawan; Reny Nuraini

Authors

Rahayu Mardikaningsih Universitas Sunan Giri Surabaya
Siti Nur Halizah Universitas Sunan Giri Surabaya
Mila Hariani Universitas Sunan Giri Surabaya
Didit Darmawan Universitas Sunan Giri Surabaya
Reny Nuraini Universitas Sunan Giri Surabaya

Keywords:

hybrid work, performance feedback, direct observation, feedback delay, output focus

Abstract

This conceptual study examines how hybrid work arrangements reduce performance feedback quality through loss of direct observation, feedback delays, and output only focus. Findings reveal that direct observation loss decreases feedback accuracy because managers lose access to rich behavioral information. Absence of spontaneous physical interaction delays feedback until scheduled meetings. Limited process information pushes managers toward output only evaluation, stripping feedback of process dimensions. Information asymmetry increases between managers and subordinates, creating uncertainty that makes feedback generic and unspecific. Outcome based management dominates, encouraging narrow optimization behavior and reducing collaboration. Available monitoring technology cannot replace observational richness. New and junior employees suffer most from lost intensive guidance. High trust organizational cultures adapt better than high control cultures. Long term consequences threaten organizational competitiveness through collective human capital decline. Managers must redesign feedback processes with mechanisms compensating for direct observation loss. Organizations should develop new systems capturing process information without violating privacy. Trust building represents prerequisite before hybrid work can function effectively.

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