@article{TEXTUAL,
      recid = {6215},
      author = {Gnepp, Jackie and Klayman, Joshua and Williamson, Ian O.  and Barlas, Sema},
      title = {The future of feedback: Motivating performance improvement  through future-focused feedback},
      journal = {PLOS ONE},
      address = {2020-06-19},
      number = {TEXTUAL},
      abstract = {<p>Managerial feedback discussions often fail to produce  the desired performance improvements. Three studies shed  light on why performance feedback fails and how it can be  made more effective. In Study 1, managers described recent  performance feedback experiences in their work settings. In  Studies 2 and 3, pairs of managers role-played a  performance review meeting. In all studies, recipients of  mixed and negative feedback doubted the accuracy of the  feedback and the providers’ qualifications to give it.  Disagreement regarding past performance was greater  following the feedback discussion than before, due to  feedback recipients’ increased self-protective and  self-enhancing attributions. Managers were motivated to  improve to the extent they perceived the feedback  conversation to be focused on future actions rather than on  past performance. Our findings have implications for the  theory and practice of performance management.</p>},
      url = {http://knowledge.uchicago.edu/record/6215},
}