Negative feedback change on follower's performance: a goal-setting theory perspective

Abstract

Negative feedback is dynamic, evolves over time when individuals and aspects of their environments change, but most research has treated negative feedback as a “static” phenomenon. We addressed this oversight by presenting a dynamic, process-oriented approach to understand negative feedback from a goal-setting theory perspective using a three-wave survey design over time, and examining how two outcomes of change in perceptions of negative feedback predict task performance. Using supervisor-subordinate dyadic time-lagged data (n = 127), results revealed that negative feedback change affects employee task performance via goal commitment. In addition, we propose a moderating effect of growth mindset. The present study therefore shifts attention to the dynamic nature of negative feedback and in doing so offers a promising new direction for future research. Implications to theory and practice are discussed. Keywords negative feedback change, goal commitment, task performance, growth mindset, goal-setting theory