- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Using a multi-step task setting where learning can help improve individual task performance, I experimentally examine the effect of the timing of performance feedback in an initial period on future task performance when this feedback is absent. I find an inverted-U relation between the timing of feedback and future performance. When feedback is provided before implementation of an initial decision, high learning costs discourage individuals from learning in the initial period to the detriment of future performance. Further, when feedback is provided after extended delays beyond implementation of a decision, learning costs increase relative to those present when feedback is provided after a short delay, resulting in lower learning and future performance. As such, I find that providing feedback immediately following implementation of a decision most effectively promotes learning and future performance as this is the point at which learning costs are lowest. My study extends prior research on feedback timing by incorporating the notion that learning costs fluctuate throughout the phases of a multi-step task and offers practical implications for designing performance evaluation and feedback systems
6. Summary & discussion
Performance feedback is a key element of performance measurement and evaluation and is an important tool used by management and management accountants to improve employee performance and learning. The objective of this study is to examine the effect of the timing of performance feedback (i.e., the phase in the task when decision-quality feedback is provided) on individual performance in a setting in which performance feedback is available for a certain period and unavailable for a future period. I hypothesize an inverted-U relation between the delay of performance feedback and future performance, in which future performance is lowest when feedback is given after no delay (i.e., before implementation of a decision), is increasing in the delay of feedback to a point (i.e., immediately following implementation of decision), and is decreasing in further delay of feedback. I also investigate the mechanisms that explain the relation between the timing of performance feedback and individual future performance.