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

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.