The question of giving praise and feedback, including negative feedback to employees, is not so much about frequency and numbers, but how this communication helps produce a work climate that develops your staff and helps them achieve their work objectives.
Many supervisors fail to understand the personal power they possess to influence their employees’ morale, motivation, desire to perform, innovation, desire to put in the hours, or their ability to feel good about themselves and the company itself.
Supervisors are in control of all these things by way of a dynamic called “delegated authority.” A supervisor’s ability to influence these attitudes and behaviors is not earned like respect. It is instantaneous with the title, unless it is undermined in some way.
The ideal balance regarding feedback exists when no employees are questioning where they stand with you and what you think about their performance.