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Group & Organization Management
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The Influence of Causal Feedback on Subordinate Reactions and Behavior

Robert C. Liden

Georgia Institute of Technology

Gerald R. Ferris

Texas A&M University

Richard M. Dienesch

University of Wisconsin-Parkside

Two investigations were conducted to examine the effects of causal feedback on work outcomes. First, an interpersonal simulation was conducted, examining the effects of causal feedback and success or failure performance on subordinate reactions to the feedback session. A causal feedback x performance interaction was found suggesting that when causal feedback attributes subordinate success internally and failure externally, subordinate perceptions of appraisal fairness and accuracy and their satisfaction with the feedback session are higher (i.e., than when the causal feedback holds the subordinate personally accountable for failure but externalizes success). Second, a laboratory experiment conducted at two different sites was designed to investigate the effects of task feedback, causal feedback, and self- esteem on individuals' reactions to feedback and task performance. Reactions to feedback were influenced by task feedback and to a lesser degree by causal feedback. Self-esteem had little impact on affective reactions, but did interact with task and causal feedback to influence task performance. The results of both studies are discussed in light of what is known about causal feedback and what directions should be taken in future research.

Group & Organization Management, Vol. 13, No. 3, 348-373 (1988)
DOI: 10.1177/105960118801300307
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