Feedback
Feedback plays a vital role in performance management in that, without feedback, the effect of goals on performance is diminished (Erez, 1977; Locke & Latham, 1990; Neubert, 1998). Feedback can serve both an informational purpose and a motivational purpose (Ilgen, Fisher, & Taylor, 1979).
Yet feedback does not always enhance performance. In their review of performance feedback in organizational settings, Alvero, Bucklin, and Austin (2001) found that feedback yielded desired and consistent effects in 58 percent of the sixty-four applications they reviewed, mixed effects (that is, desired effects in some, but not all, of the participants, settings, and/or behaviors analyzed) in 41 percent of the applications, and no effects in only ...
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