2023-01-172023-01-171984198411362743https://hdl.handle.net/10657/13513Although Industrial/Organizational research has demonstrated that performance feedback improves performance, competing opinions have been offered to explain this effect. The purpose of this research is to test the explanations offered by role theory, expectancy theory, cognitive evaluation theory, reinforcement theory, and individual goal setting within the framework of an overall theory of organizational behavior. The data for this study comes from a field experiment in which the present investigator was involved (Pritchard, Bigby, Beiting, Coverdale, & Morgan, Note 4). The design of the study consisted of three phases: a baseline period, followed by two experimental conditions in which different combinations of feedback and goal setting procedures were instituted. Attitude data were collected near the end of each of the three phases, and performance data were collected daily on four measures throughout the entire study. The results provided support for the hypothesis that feedback increases performance by leading to the setting of individual performance goals. This conclusion has already received much support in the literature. However, the important differences in the presentation of the feedback in this versus previous studies are discussed. [...]application/pdfenThis item is protected by copyright but is made available here under a claim of fair use (17 U.S.C. Section 107) for non-profit research and educational purposes. Users of this work assume the responsibility for determining copyright status prior to reusing, publishing, or reproducing this item for purposes other than what is allowed by fair use or other copyright exemptions. Any reuse of this item in excess of fair use or other copyright exemptions requires express permission of the copyright holder.PerformanceAchievement motivationFeedback (Psychology)Thesisreformatted digital