The Effect of Negative Feedback Types on Task Performance

Abstract

In five studies, we investigated the effect of different types of negative feedback on task performance and tested mechanisms that explain why recipients of negative feedback are likely to improve their task performance. We showed competence-contingent self-esteem and self-enhancement strategies mediate the relationship between comparative negative feedback and task performance improvement. In Study 1, we conducted an experiment to investigate reactions to types of negative feedback (i.e., comparative, contemptuous, neutral, and instructional), as well as a positive feedback condition, on task performance. We found that participants who received comparative and contemptuous feedback after an actual task performance performed better in the following task than other participants. Next, in Study 2, we focused only on contemptuous and contemptuous feedback, finding that recipients of comparative feedback significantly performed better in the subsequent task performance. We conducted studies 3a, 3b , and 4 to investigate reactions of full-time employees to comparative vs. contemptuous feedback on task performance in the workplace. Findings of Study 3a, show that full-time employees predicted that their colleagues should perform better after receiving comparative feedback compared to contemptuous feedback. In Study 3b, we replicated and extended Study 3a findings by examining momentary ratings of competence-contingent self-esteem and self-enhancement as mediating mechanisms explaining the link between feedback and expected performance. In Study 4, we showed that, compared to contemptuous feedback, full-time employees who received comparative feedback perform better in their own task performance in the workplace.