Specifically, people prefer to receive negative feedback from nonsocial sources. If self-enhancement is too strong, then the employee should experience more accurate information about themselves, but it should arrive through nonsocial sources and privately. This “reality check” will sting, but less so than if delivered by the boss or publicly displayed.

Self-verification -- this process refers to the motivation to receive feedback that is consistent with our self-concept and to maintain that self-concept. Managers can play a role in this process by (a), monitoring how well coworkers recognize the employee in terms of his/her self-concept, and (b) coaching and giving the employee opportunities to develop and demonstrate his or her self-concept strengths.

Self-evaluation -- This is likely the most widely discussed self-concept process in managing employees. Essentially, managers need to help employees to develop a strong, positive self-concept around specific selves. This occurs by recognizing and rewarding employees for their positive performance and other behaviors and by supporting them when they experience negative shocks to their self-concept. Positive organizational behavior practices (such as strengths-based or appreciative coaching) apply here. When employees experience significant failures in one of their significant selves (e.g., failing a professional entrance exam; losing a promotion opportunity), the manager can offer emotional support and coach them to develop strengths in one or more of their other selves. Indeed, managers can help avoid these majors shocks by nurturing a complex self-concept in employees (as discussed above).

Social self (social identity) -- Managers can develop employee performance and wellbeing by steering employees toward peers with desirable characteristics and away from those who can undermine the employee’s self-concept. specifically, employees work better around peers who appreciate and support the employee’s talents, accept their self-views, and have a positive, performance-oriented (yet balanced) orientation toward their work and careers. As employees define themselves with teams and work units where these values and norms operate, they will guide the employee’s behavior and performance.