The effect of changes in negative feedback on task performance: the role of goal orientation and feedback utility

Abstract

Purpose Drawing upon the feedback intervention theory, this study aims to focus on the concept of negative feedback change (increase or decrease) to analyze the dynamics of performance feedback and its relationships with goal orientation, feedback utility and task performance. Design/methodology/approach The authors conducted a two-wave survey by tracking 195 employees and their supervisors from two representative semiconductor-related equipment companies in China for one month. Findings Results showed that learning goal orientation positively moderates, and performance-approach goal orientation negatively moderates the indirect relationship between negative feedback change and employees’ task performance through employees’ perceptions of feedback utility. Originality/value This study provides new directions for performance feedback research by treating negative feedback from a dynamic perspective and addressing the mediating and moderating mechanisms. Furthermore, the findings also remind managers to not only consider feedback actions at a single moment but also manage it as a series of actions in the ongoing stream of time.