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The Effects of Multiple Sources of Performance Feedback and Feedback Favorability on Self-Perceived Task Competence and Perceived Feedback Accuracy

53 citations0/0 files storedJournal of Management

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Human Resource Development and Performance Evaluation Job Satisfaction and Organizational Behavior Student Assessment and Feedback

Abstract

The effects of (a) favorability of feedback and (b) number of feedback agents on self-perceived task competence and perceived accuracy of feedback were examined. Hypotheses related to these effects were tested using 80 subjects and a laboratory experimental research strategy. Results of statistical analyses showed support for (a) hypothesized main effects of favorability of feedback on both self-perceived task competence and perceived accuracy of feedback and (b) a main effect of number of feedback agents on self-perceived task competence. Implications of these results for organizational practices (e.g., performance appraisal and feedback systems) are considered. In addition, suggestions are offered for further research on feedback.

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1965Society and the Adolescent Self-Image 1981The psychology of social impact.1979Consequences of individual feedback on behavior in organizations.1970Toward an hypothesis of work behavior.1979Symbolic interactionist view of self-concept: Through the looking glass darkly.1975Responses to evaluation as a function of initial self-perceptions.1956Wanted—a good cook-book.1978Research methods in organizational behavior

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