Evaluation of the Impact of Feedback on Performance and Motivation

Cynthia M. Pavett

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Employee Performance and Motivation Employee Performance and Management Job Satisfaction and Organizational Behavior

Abstract

The present research was designed to use an expectancy-theory framework to determine the role of performance feedback in the prediction of motivation and job performance. The frequency of positive and negative feedback from supervisors, co-workers, and clients was hypothesized to make a significant independent contribution to the prediction of supervisory-rated performance. The relationships among feedback, the components of motivation, and performance were examined in a sample of staff nurses. Results of moderated regression analysis indicated that positive feedback served as an independent predictor of performance. Positive feedback from coworkers, clients, and the supervisor were differentially related to the instrumentality, motivation, role perceptions, and performance. Implications for management are discussed.

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References

1969The Handbook of Social Psychology 1964Work and motivation 1975Development of the Job Diagnostic Survey.1968Managerial Attitudes and Performance.1979Consequences of individual feedback on behavior in organizations.1973Motivation in Work Organizations 1936A Handbook of Social Psychology.1972The effects of contingent and noncontingent rewards and controls on intrinsic motivation

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1997Workplace Aggression as a Consequence of Negative Performance Feedback 1993Examining the dimensionality of performance feedback messages: Source and recipient perceptions of influence attempts 2023Umpan balik dan Evaluasi Terhadap kinerja Organisasi: A Literature Review 1986The relative use of formal and informal information in the evaluation of individual performance

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