Jove
Visualize
Contact Us

Related Concept Videos

Sources of Self-Esteem II: Performance Feedback01:24

Sources of Self-Esteem II: Performance Feedback

137
Self-esteem is intricately tied to our perception of competence and our ability to exert control over our lives. One of the primary sources of this perception is performance feedback — the ongoing evaluation of our actions in terms of success and failure. According to Franks and Marolla (1976), people derive self-worth from experiencing themselves as causal agents, capable of achieving goals and overcoming obstacles. This process nurtures a critical component of self-esteem:...
137
Effects of feedback01:24

Effects of feedback

876
Feedback in control systems plays a critical role in shaping various operational parameters, extending beyond simple error reduction to influence stability, bandwidth, gain, impedance, and sensitivity. Understanding these effects requires examining a basic feedback system characterized by defined input, output, error, and feedback signals.
Feedback significantly modifies the gain of a control system. The gain of a system without feedback is altered by a factor of one plus GH, where G represents...
876
Self-Efficacy01:29

Self-Efficacy

140
Self-efficacy is the belief in one's capacity to organize and execute actions necessary to manage prospective situations. This belief significantly influences how individuals approach goals, tasks, and challenges across different domains of life.Psychological and Educational ImpactsIndividuals with strong self-efficacy are more resilient in the face of difficulties. They are more likely to adopt effective problem-solving strategies, persist through obstacles, and regulate emotions such as...
140
Growth versus Fixed Mindset01:24

Growth versus Fixed Mindset

155
Carol Dweck introduced the term mindset to describe individuals' beliefs about their intellectual and personal capabilities. These beliefs significantly influence psychological processes such as motivation, goal-setting, and perseverance, ultimately shaping academic and life outcomes. Individuals generally possess one of two mindsets- a fixed or a growth mindset—each promoting different responses to success, failure, and challenge.Fixed vs. Growth MindsetA fixed mindset assumes that one's...
155
Self-Evaluation Maintenance Model01:29

Self-Evaluation Maintenance Model

195
The Self-Evaluation Maintenance (SEM) model offers a psychological framework to understand how individuals’ self-esteem is influenced by the achievements of others, particularly those with whom they share close personal bonds. The SEM model operates when personal rather than social identity guides individuals. Central to this model is the notion that individuals have an inherent desire to preserve a favorable self-image, which is continuously shaped by interpersonal comparisons and...
195
Motivational Cycle01:20

Motivational Cycle

983
The motivational cycle is a key concept that explains how individuals are motivated to meet their needs. At its core, the cycle revolves around four distinct stages: need, drive, goal-directed behavior, and goal achievement. These stages respond to imbalances in the body or mind, prompting actions that restore balance.
The cycle begins with a need. This need can arise from various conditions, such as hunger, thirst, or temperature changes. For instance, when an individual feels cold, their body...
983

You might also read

Related Articles

Articles linked to this work by shared authors, journal, and citation graph.

Sort by
Same author

Robin M. Hogarth (1942-2024).

The American psychologist·2025
Same author

Robin M. Hogarth (1942-2024).

The American psychologist·2025
Same author

Robin M. Hogarth (1942-2024).

The American psychologist·2025
Same author

Cost-Effectiveness of MRI-Based Identification of Presymptomatic Autism in a High-Risk Population.

Frontiers in psychiatry·2020
Same author

The phenomenology of fit: linking the person and environment to the subjective experience of person-environment fit.

The Journal of applied psychology·2006
JoVE
x logofacebook logolinkedin logoyoutube logo
ABOUT JoVE
OverviewLeadershipBlogJoVE Help Center
AUTHORS
Publishing ProcessEditorial BoardScope & PoliciesPeer ReviewFAQSubmit
LIBRARIANS
TestimonialsSubscriptionsAccessResourcesLibrary Advisory BoardFAQ
RESEARCH
JoVE JournalMethods CollectionsJoVE Encyclopedia of ExperimentsArchive
EDUCATION
JoVE CoreJoVE BusinessJoVE Science EducationJoVE Lab ManualFaculty Resource CenterFaculty Site
Terms & Conditions of Use
Privacy Policy
Policies

Related Experiment Video

Updated: Dec 18, 2025

Movement Retraining using Real-time Feedback of Performance
08:16

Movement Retraining using Real-time Feedback of Performance

Published on: January 17, 2013

13.7K

The future of feedback: Motivating performance improvement through future-focused feedback.

Jackie Gnepp1, Joshua Klayman2, Ian O Williamson3

  • 1Humanly Possible, Inc., Oak Park, Illinois, United States of America.

Plos One
|June 20, 2020
PubMed
Summary

Managerial feedback often fails because recipients doubt its accuracy, especially negative feedback. Focusing performance discussions on future actions, not past performance, boosts motivation for improvement.

More Related Videos

Force and Position Control in Humans - The Role of Augmented Feedback
06:31

Force and Position Control in Humans - The Role of Augmented Feedback

Published on: June 19, 2016

8.1K
A Protocol for the Administration of Real-Time fMRI Neurofeedback Training
07:05

A Protocol for the Administration of Real-Time fMRI Neurofeedback Training

Published on: August 24, 2017

11.4K

Related Experiment Videos

Last Updated: Dec 18, 2025

Movement Retraining using Real-time Feedback of Performance
08:16

Movement Retraining using Real-time Feedback of Performance

Published on: January 17, 2013

13.7K
Force and Position Control in Humans - The Role of Augmented Feedback
06:31

Force and Position Control in Humans - The Role of Augmented Feedback

Published on: June 19, 2016

8.1K
A Protocol for the Administration of Real-Time fMRI Neurofeedback Training
07:05

A Protocol for the Administration of Real-Time fMRI Neurofeedback Training

Published on: August 24, 2017

11.4K

Area of Science:

  • Organizational Behavior
  • Management Science
  • Human Resources

Background:

  • Managerial feedback discussions frequently do not lead to expected performance enhancements.
  • Understanding the reasons behind feedback ineffectiveness is crucial for improving performance management.

Purpose of the Study:

  • To investigate why performance feedback conversations are often ineffective.
  • To identify strategies for making performance feedback more impactful and driving improvements.

Main Methods:

  • Three studies were conducted, involving managers describing feedback experiences and role-playing performance reviews.
  • Qualitative and role-playing methods were employed to capture real-world feedback dynamics.

Main Results:

  • Recipients of mixed or negative feedback questioned its accuracy and the manager's credibility.
  • Feedback discussions increased disagreement about past performance due to self-protective attributions.
  • Focusing conversations on future actions, rather than past events, enhanced motivation to improve.

Conclusions:

  • Performance feedback effectiveness is hindered by recipient skepticism and attributional biases.
  • Shifting the focus of feedback discussions from past performance to future-oriented actions is key to improving managerial effectiveness and employee development.