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How do performance feedback characteristics influence recipients’ reactions? A state-of-the-art review on feedback source, timing, and valence effects

Author

Listed:
  • Jonas Lechermeier

    (WHU – Otto Beisheim School of Management)

  • Martin Fassnacht

    (WHU – Otto Beisheim School of Management)

Abstract

One of the most important measures to stimulate individual performance is feedback, whose effectiveness highly depends on underlying feedback characteristics. Although an extensive body of research has stressed its importance, a conclusive overall picture on feedback characteristics effects is missing. However, synthesized knowledge is important when one is willing to implement feedback systems to effectively influence recipients’ reactions. To address this issue, we organize and summarize the findings regarding the main effects of feedback source, feedback timing, and feedback valence as well as regarding their interactions with the source, message, task, and recipients’ individual characteristics from different disciplines. Based on an analysis of 64 empirical articles, we show that main effects have been considered very context-specific and are often inconsistent, while the occurrence of certain source, message, task, and individual characteristics even inverts the generally assumed main relationships. Based on an extract of our findings, we provide specific research propositions and offer avenues for future research, which will be of value for researchers and feedback-providing practitioners.

Suggested Citation

  • Jonas Lechermeier & Martin Fassnacht, 2018. "How do performance feedback characteristics influence recipients’ reactions? A state-of-the-art review on feedback source, timing, and valence effects," Management Review Quarterly, Springer, vol. 68(2), pages 145-193, April.
    • Handle: RePEc:spr:manrev:v:68:y:2018:i:2:d:10.1007_s11301-018-0136-8
    DOI: 10.1007/s11301-018-0136-8
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    References listed on IDEAS

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    1. Vancouver, Jeffrey B. & Morrison, Elizabeth Wolfe, 1995. "Feedback Inquiry: The Effect of Source Attributes and Individual Differences," Organizational Behavior and Human Decision Processes, Elsevier, vol. 62(3), pages 276-285, June.
    2. Podsakoff, Philip M. & Farh, Jiing-Lih, 1989. "Effects of feedback sign and credibility on goal setting and task performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 44(1), pages 45-67, August.
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    4. Earley, P. Christopher, 1988. "Computer-generated performance feedback in the magazine-subscription industry," Organizational Behavior and Human Decision Processes, Elsevier, vol. 41(1), pages 50-64, February.
    5. repec:aen:journl:ej34-1-04 is not listed on IDEAS
    6. Andiola, Lindsay M., 2014. "Performance feedback in the audit environment: A review and synthesis of research on the behavioral effects," Journal of Accounting Literature, Elsevier, vol. 33(1), pages 1-36.
    7. Kogler, Christoph & Mittone, Luigi & Kirchler, Erich, 2016. "Delayed feedback on tax audits affects compliance and fairness perceptions," Journal of Economic Behavior & Organization, Elsevier, vol. 124(C), pages 81-87.
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    Cited by:

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    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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