Examining the dimensionality of performance feedback messages: Source and recipient perceptions of influence attempts

Abstract

Performance feedback is considered an effective means of influencing organizational members. Nevertheless, recipient perceptions regarding such attempts to motivate, change, and/or reinforce certain behaviors and attitudes will determine the eventual response. Often these responses are unexpected and less than desirable. Efforts to better understand the performance feedback construct have produced conceptions emphasizing its complexity and multidimensionality. However, a recent challenge to the usefulness and /or validity of such conceptualizations has prompted the research reported here. This study explores feedback recipients’ and sources’ perceptions of the underlying dimensionality or “hidden structure” of performance feedback messages.

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