The Interactive Effects of Goal Orientation and Feedback Specificity on Task Performance

Abstract

This study examined the impact of goal orientation and feedback specificity on performance. Ninety undergraduate management students completed 3 phases of a computerized management decision-making simulation in conditions of low, moderate, or high feedback specificity. Learning orientation interacted with feedback specificity to predict performance in Phase 1, such that feedback specificity had a greater impact on performance for persons low in learning orientation. Performance orientation interacted with feedback specificity to predict performance in Phase 3, such that feedback specificity had a greater impact on performance for persons high in performance orientation.

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