How performance feedback characteristics influence recipients’ reactions: A Review of 64 Scientific Studies
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I recently had a chance to read the paper by Jonas Lechermeier and Martin Fassnacht on how performance feedback influences reactions. They performed a comprehensive review of 64 scientific articles.
Here are their main takeaways:
Employees find supervisor feedback to be “high credibility" vs. peers’
Feedback is best when the person giving it has “high status and expertise, esp. negative feedback”
And here are some additional takeaways from me:
Self-feedback provided higher trust and higher recall accuracy
Co-worker feedback led to more positive behaviors like motivation to perform and better outcomes (vs. the same feedback from supervisors)
In educational scenarios, teacher feedback was superior to peer feedback
Chinese participants, when receiving feedback, had higher image defense motives (MacDonald 2013)
An individual’s desire for feedback was influenced by the feedback giver’s 1) expertise, 2) accessibility, 3) relationship quality, and 4) reward power (Vancouver and Morrison 1995)
Immediate feedback is better for difficult tasks. Delayed feedback is better for easy tasks. (Clariana 2000)
People prefer immediate (vs. delayed) feedback (Reid and Parsons 1996)
Learning-oriented individuals have higher performance with immediate negative feedback. Performance or goal-oriented individuals have lower performance with immediate, negative feedback (Lechermeier and Fassnacht 2017).
Negative feedback increases motivation and performance in prevention tasks. Positive feedback increases motivation and performance in promotion tasks. (Van-Dijk and Kluger 2011)
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