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Effective performance management depends on managers providing their subordinates with high-quality, corrective feedback when performance falls below expectations. Yet, there is considerable variance in the feedback that managers provide, and the current literature provides only fragmented explanations for why many managers sometimes neglect such a crucial behavior. To address this gap, we apply self-regulatory theories to develop a model of feedback-giving that integrates insights from the performance management and motivation literatures. We argue that feedback-giving is a goal-driven behavior that exists within a complex hierarchy of competing and complementary managerial demands. This theoretical lens provides much-needed insights to clarify reasons that managers may fail to devote sufficient effort to providing feedback to their subordinates. We conclude by applying our model to provide practical recommendations to improve performance management systems and leadership development programs in businesses. • A conceptual model of the motivational processes involved in feedback delivery is developed by drawing on self-regulatory theories of work motivation. • Providing feedback to subordinates is a behavioral means of pursuing a core managerial goal: maintaining subordinate performance. • Feedback provision is located in the middle of a managerial goal hierarchy, such that it facilitates pursuit of higher-order goals, and is pursued via lower order goals. • Feedback provision consists of several discrete behaviors, which can be characterized as being relevant to the feedback source, feedback content, and feedback delivery.
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