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

ABSTRACT: Managerial feedback discussions often fail to produce the desired performance improvements. Three studies shed light on why performance feedback fails and how it can be made more effective. In Study 1, managers described recent performance feedback experiences in their work settings. In Studies 2 and 3, pairs of managers role-played a performance review meeting. In all studies, recipients of mixed and negative feedback doubted the accuracy of the feedback and the providers' qualifications to give it. Disagreement regarding past performance was greater following the feedback discussion than before, due to feedback recipients' increased self-protective and self-enhancing attributions. Managers were motivated to improve to the extent they perceived the feedback conversation to be focused on future actions rather than on past performance. Our findings have implications for the theory and practice of performance management.

SUBMITTER: Gnepp J

PROVIDER: S-EPMC7304587 | biostudies-literature | 2020

REPOSITORIES: biostudies-literature

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

Gnepp Jackie J Klayman Joshua J Williamson Ian O IO Barlas Sema S

PloS one 20200619 6

Managerial feedback discussions often fail to produce the desired performance improvements. Three studies shed light on why performance feedback fails and how it can be made more effective. In Study 1, managers described recent performance feedback experiences in their work settings. In Studies 2 and 3, pairs of managers role-played a performance review meeting. In all studies, recipients of mixed and negative feedback doubted the accuracy of the feedback and the providers' qualifications to giv ...[more]

PMID: 32559254

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Project description:BackgroundPay-for-performance (P4P) has been used expansively to improve quality of care delivered by physicians. However, to what extent P4P works through the provision of information versus financial incentives is poorly understood.ObjectiveTo determine whether an increase in information feedback without changes to financial incentives resulted in improved physician performance within an existing P4P program.Intervention/exposureImplementation of a new registry enabling real-time feedback to physicians on quality measure performance.DesignObservational, predictive piecewise model at the physician-measure level to examine whether registry introduction associated with performance changes. We used detailed physician quality measure data 3 years prior to registry implementation (2010-2012) and 2 years after implementation (2014-2015). We also linked physician-level data including age, gender, and board certification; group-level data including registry click rates; and patient panel data including chronic conditions.ParticipantsFour hundred thirty-four physicians continuously affiliated with Advocate from 2010 to 2015.Main measuresPhysician performance on ten quality metrics.Key resultsWe found no consistent pattern of improvement associated with the availability of real-time information across ten measures. Relative to predicted performance without the registry, average performance increased for two measures (childhood immunization status-rotavirus (p < 0.001) and diabetes care-medical attention for nephropathy (p = 0.024)) and decreased for three measures (childhood immunization status-influenza (p < 0.001) and diabetes care-HbA1c testing (p < 0.001) and poor HbA1c control (p < 0.001)). Results were consistent for subgroup analysis on those most able to improve, i.e., physicians in the bottom tertile of performance prior to registry introduction. Physicians who improved most were in groups that accessed the registry more than those who improved least (8.0 vs 10.0 times per week, p = 0.010).ConclusionsMore frequent provision of information, provided in real-time, was insufficient to improve physician performance in an existing P4P program with high baseline performance. Results suggest that electronic registries may not themselves drive performance improvement. Future work should consider testing information feedback enhancements with financial incentives.

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

Publications

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

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