title: The effect of feedback sign on task performance depends on self-concept discrepancies.
abstract: Control theories claim that information about performance is often used by multiple goal systems. A proposition tested here was that performance information can create discrepancies in self-concept goals, directing cognitive resources away from the task goal system. To manipulate performance information, 160 undergraduates were given false positive or false negative normative feedback while working on a task that did or did not require substantial cognitive resources. Half of the participants were then given an opportunity to reaffirm their self-concepts following feedback, whereas half were not. Feedback sign positively related to performance only for those working on the cognitively intense task and not given a chance to reaffirm. Otherwise, feedback sign was negatively related to performance, albeit weakly.
authors.affiliation: Department of Psychology, Ohio University, Athens, OH 45701-2979, USA. vancouve@ohio.edu
authors.forename: Jeffrey B
authors.initials: JB
authors.lastname: Vancouver
authors.forename: E Casey
authors.initials: EC
authors.lastname: Tischner
mesh_terms: D000328:Adult; D003071:Cognition; D005246:Feedback; D005260:Female; D006040:Goals; D006801:Humans; D008297:Male; D012649:Self Concept; D012919:Social Behavior