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Abstract
Although the provision of performance feedback to employees has been accepted as an effective stable way of improving performance since the 1950's, there has been little progress in determining the mechanisms through which feedback has its effect. These mechanisms are of central importance in explaining inter- and intra- subject variations in response to feedback of different types.
The present study proposes two models of the mechanisms through which feedback of different signs impact performance and non-performance outcomes in low level service sector jobs. The first model incorporates into a single model the general cybernetic model, Social Cognitive Theory, Control Theory, the Closed Loop Model of Self Regulation, and the interactive effects of feedback sign and task mastery found by Kirschenbaum and Karoly (1977).
The second model expands the depersonalization models of Bandura (1986) and Maslach and Jackson (1984) into a comprehensive model of feedback sign effects on depersonalization of the customer and performance.
The models were tested in a field experiment with 111 subjects in 12 fast food restaurants located in 6 cities. Positive feedback, failure feedback or no feedback (control group) was provided after every second shift the subject worked for a period of three weeks.
The findings provided moderate support for the interaction of task mastery and feedback sign, and support for the general cybernetic model. There was mixed support for an effect of feedback sign on non -performance attitudinal outcomes. A moderating role for Self Focus was not found.
Virtually no support was found for the proposed depersonalization model. Examination of the depersonalization scores indicates the levels of depersonalization were very low in the subject pool, explaining the negative results, but problematic for an extension of the burnout literature beyond the helping professions.
Considering that the general cybernetic model was well supported in the present study, the interaction of task mastery with feedback sign was moderately supported, and the attitudinal outcomes received mixed support, it is concluded that moderate support was provided for the proposed cybernetic model. The implications for management of low level service sector workers are discussed.
