The Effects of Multiple Sources of Performance Feedback and Feedback Favorability on Self-Perceived Task Competence and Perceived Feedback Accuracy

Abstract

The effects of (a) favorability of feedback and (b) number of feedback agents on self-perceived task competence and perceived accuracy of feedback were examined. Hypotheses related to these effects were tested using 80 subjects and a laboratory experimental research strategy. Results of statistical analyses showed support for (a) hypothesized main effects of favorability of feedback on both self-perceived task competence and perceived accuracy of feedback and (b) a main effect of number of feedback agents on self-perceived task competence. Implications of these results for organizational practices (e.g., performance appraisal and feedback systems) are considered. In addition, suggestions are offered for further research on feedback.

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