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Negative feedback change and employee performance: A goal-setting theory perspective

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Abstract

Although negative feedback is a dynamic phenomenon that changes over time, most research has taken a static approach to its analysis. In this study, we address this gap by applying goal-setting theory and taking a dynamic approach to negative feedback. Using a three-wave survey design, we examined whether, why, and when negative feedback change influences employees’ task performance. Our analysis of multi-source and multi-wave data (n = 127) shows that increase of negative feedback over time negatively influences employees’ task performance by reducing their goal commitment. We also find that the indirect negative effect is weakened when employees have a high growth mindset. These findings highlight the dynamic nature of negative feedback and thus open up a new and promising research direction.

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Data availability

The data that support the findings of this study are available from the corresponding author upon reasonable request.

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Acknowledgements

We would like to thank National Natural Science Foundation of China (Grant No. 71832009) for their financial support.

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  1. Tongji University, No.1, Zhangwu Road, Shanghai, 200062, China

    Feng Wei, Lixing Xu, Shih Cheng Chang & Yin Wu

  2. West Virginia University, Morgantown, USA

    Xiaoxiao Hu

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  1. Feng Wei
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Wei, F., Xu, L., Hu, X. et al. Negative feedback change and employee performance: A goal-setting theory perspective. Asia Pac J Manag (2023). https://doi.org/10.1007/s10490-023-09908-2

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