Feedback refers to the process by which managers provide information regarding work performance with the goal of enhancing employee motivation and performance. It is a key tool in personnel management, personnel control, and personnel development. The term originates from cybernetics and, according to Semmer and Pfäfflin (1978), refers to information about the gap between the actual and desired state of a control loop. In behavioral science, feedback encompasses all environmental responses to human actions, and it is viewed as an integral part of every action process.
This process begins with goal-setting, followed by planning and executing actions to achieve the goal. Once actions are taken, feedback is triggered, leading to either an adjustment of the goal, a modification of the action plan, or the termination of the action once the goal is reached. Carver and Scheier (1999) describe this as a feedback loop.
In the workplace, feedback includes all reactions from the “work environment” that inform an employee about the success of their task execution and how close they are to achieving their goals. This feedback does not necessarily have to come from another person and is essential for learning, performing, and optimizing work tasks.
There are several forms of feedback in the work environment:
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Task-related feedback: In the narrower sense, this is personal, verbal feedback from a manager or colleague about an employee’s performance (feedback intervention or extrinsic feedback). This feedback is provided to inform employees about their skills (qualifications), competencies, work results, behavior, and interpersonal interactions. It is essential for optimizing performance and increasing motivation. This feedback can be delivered verbally, nonverbally (through gestures or facial expressions), or in writing (via notes or emails). It may be informally given in daily interactions or as part of formal feedback sessions, often structured within an organizational feedback system.
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Technical feedback: This form of feedback comes from machines or computers. For example, warning lights on a device or error messages on a computer provide feedback related to the task at hand.
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Intrinsic feedback: Feedback can also arise internally, through the natural consequences of the actions taken. For instance, a feeling of stress may signal an excessive workload (as outlined in the stress-strain model). Additionally, the visible result of a completed task serves as feedback, indicating whether the desired outcome has been achieved. Intrinsic feedback is often the most common, as every action generally leads to some visible or felt change in the environment.
