TY - JOUR
T1 - Task type as a moderator of positive/negative feedback effects on motivation and performance
T2 - A regulatory focus perspective
AU - Van Dijk, Dina
AU - Kluger, Avraham N.
PY - 2011/11
Y1 - 2011/11
N2 - Applying Higgins' regulatory focus theory, we hypothesized that the effect of positive/negative feedback on motivation and performance is moderated by task type, which is argued to be an antecedent to situational regulatory focus (promotion or prevention). Thus, first we demonstrated that some tasks (e.g., tasks requiring creativity) are perceived as promotion tasks, whereas others (e.g., those requiring vigilance and attention to detail) are perceived as prevention tasks. Second, as expected, our tests in two studies of the moderation hypothesis showed that positive feedback increased self-reported motivation (meta-analysis across samples: N=315, d=0.43) and actual performance (N=55, d=0.67) among people working on promotion tasks, relative to negative feedback. Positive feedback, however, decreased motivation (N=318, d=-0.33) and performance (N=55, d=-0.37) among individuals working on prevention tasks, relative to negative feedback. These findings suggest that (a) performance of different tasks can affect regulatory focus and (b) variability in positive/negative feedback effects can be partially explained by regulatory focus and task type.
AB - Applying Higgins' regulatory focus theory, we hypothesized that the effect of positive/negative feedback on motivation and performance is moderated by task type, which is argued to be an antecedent to situational regulatory focus (promotion or prevention). Thus, first we demonstrated that some tasks (e.g., tasks requiring creativity) are perceived as promotion tasks, whereas others (e.g., those requiring vigilance and attention to detail) are perceived as prevention tasks. Second, as expected, our tests in two studies of the moderation hypothesis showed that positive feedback increased self-reported motivation (meta-analysis across samples: N=315, d=0.43) and actual performance (N=55, d=0.67) among people working on promotion tasks, relative to negative feedback. Positive feedback, however, decreased motivation (N=318, d=-0.33) and performance (N=55, d=-0.37) among individuals working on prevention tasks, relative to negative feedback. These findings suggest that (a) performance of different tasks can affect regulatory focus and (b) variability in positive/negative feedback effects can be partially explained by regulatory focus and task type.
KW - Feedback
KW - Feedback sign
KW - Motivation
KW - Performance
KW - Prevention and promotion foci
KW - Regulatory focus
KW - Task type
UR - http://www.scopus.com/inward/record.url?scp=80054032116&partnerID=8YFLogxK
U2 - 10.1002/job.725
DO - 10.1002/job.725
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AN - SCOPUS:80054032116
SN - 0894-3796
VL - 32
SP - 1084
EP - 1105
JO - Journal of Organizational Behavior
JF - Journal of Organizational Behavior
IS - 8
ER -