Effects of Performance Feedback in Organizational Settings

摘要

A review of the performance feedback literature by Ilgen, Fisher, and Taylor (1977) led to the development of a model of performance feedback. This model described the effects of various dimensions of feedback on psychological processes and behavior. The present report is an empirical investigation of some aspects of that model. One hundred and fifty employees in a large manufacturing company participated in the research. These employees were grouped in sets of three with a supervisor and two subordinates. One subordinate was designed as the focal person and the analyses related to the effects of feedback on the focal persons. Supervisors and the other subordinates were used to describe focal person's feedback environment. The results described the effects of feedback from various sources on the psychological reactions of the focal persons.