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The present research was designed to use an expectancy-theory framework to determine the role of performance feedback in the prediction of motivation and job performance. The frequency of positive and negative feedback from supervisors, co-workers, and clients was hypothesized to make a significant independent contribution to the prediction of supervisory-rated performance. The relationships among feedback, the components of motivation, and performance were examined in a sample of staff nurses. Results of moderated regression analysis indicated that positive feedback served as an independent predictor of performance. Positive feedback from coworkers, clients, and the supervisor were differentially related to the instrumentality, motivation, role perceptions, and performance. Implications for management are discussed.
Cynthia M. Pavett (Fri,) studied this question.