Feedback increases employees' knowledge of results. Feedback refers to the degree that an individual receives direct and clear information about his or her performance related to work activities.[66] Feedback is particularly important so that the employees continuously learn about how they are performing.[67] Electronic communication provides fewer cues for remote workers and thus, they may have more difficulties interpreting and gaining information, and subsequently, receiving feedback.[68] When a worker is not in the office, there is limited information and greater ambiguity, such as in assignments and expectations.[69] Role ambiguity, when situations have unclear expectations as to what the worker is to do,[70] may result in greater conflict, frustration, and exhaustion.[68] In other studies regarding Job Characteristics Theory, job feedback seemed to have the strongest relationship with overall job satisfaction compared to other job characteristics.[71] While remote working, communication is not as immediate or rich as face-to-face interactions.[56] Less feedback when remote working is associated with lower job engagement.[68] Thus, when perceived supervisor support and relationship quality between leaders and remote workers decreases, job satisfaction of the remote worker decreases.[72][73] The importance of manager communication with remote workers is made clear in a study that found that individuals have lower job satisfaction when their managers remote work.[69] The clarity, speed of response, richness of the communication, frequency, and quality of the feedback are often reduced when managers remote work.[69] Although the level of communication may decrease for remote workers, satisfaction with this level of communication can be higher for those who are more tenured and have functional instead of social relationships or those that have certain personalities and temperaments.[74][75][76]
Social information processing suggests that individuals give meaning to job characteristics.[77] Individuals have the ability to construct their own perception of the environment by interpreting social cues.[78] This social information comes from overt statements from coworkers, cognitive evaluations of the job or task dimensions, and previous behaviors. This social context can affect individuals' beliefs about the nature of the job, the expectations for individual behavior, and the potential consequences of behavior, especially in uncertain situations.[78] In remote work, there are fewer social cues because social exchange and personalized communication takes longer to process in computer-mediated communication than face-to-face interactions.[79]
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