Extrinsic work values and feedback: Contrary effects for performance and well-being

Abstract

This article investigates the interactive effects of extrinsic value orientation and competence supportive feedback on the work outcomes of in-role and extra-role performance, and employees’ subjective well-being at work. Two studies are presented with samples consisting of a cross-section of employees and, for Study 1, their managers. In keeping with established theory and findings, competence supportive feedback demonstrated positive and significant main effects. In support of this article’s unique predictions, these relationships were amplified (in-role and extra-role performance) and attenuated (subjective well-being) at higher levels of individual extrinsic value orientation. Findings for well-being were more closely examined with the second sample, and an underlying mechanism of experienced work demands was identified. Thus, it seems that motivational sensitivity to the instrumental value of competence supportive feedback, in addition to its recognized psychological value, may drive work engagement all too well. Implications for future research and performance management are discussed.