the reviewed studies, Applebaum concluded that there are a number of supervisory feedback methods that just plain don't work. Two of the least effective methods were said to be that of expounding motivational theory to workers and very negative feedback that involved threats.
Applebaum (1975) also found that mixed feedback containing both positive and negative elements was the most effective in motivating employees; this because this type of feedback helps the manager to develop the individual in the job. This kind of feedback also increases an employee's awareness that his performance contributes to company success and to his personal aspirations.
Lehrer (1986) reports that the United States General Accounting Office (GAO) Learning Center has developed software packages to teach management skills through computer simulations of really-life situations. Packages include such topics as: Motivating to Achieve Results, Assessing Personal Management Skills, Leading Effectively, Performance Appraisal, and Conducting Successful Meetings.
According to Lehrer (1986), these packages were developed on the basis of extensive review of the effects of supervisors and managers' behavior on motivation. One of the effects discussed is that of feedback. In this regard, Lehrer reports that existing studies show that supervisors must provide positive as well as negative feedback on specific jobs. In other words, for the best results from feedback, it should not be completely positive or completely negative.
Research conducted in the 1980s and 1990s provides a more multidimensional picture of supervisory feedback than does some of this early research. This can be seen by comparing Applebaum's (1975) conclusions and findings to those of Wanguri (1995) who also conducted a comprehensive review of the research on performance appraisals, evaluations, and feedback.
All of the studies examined by Wanguri (1995) (N=113) were publish...