Although feedback is advocated as a means for influencing performance, empirical investigations indicate that the effect of feedback on performance is not uniformly positive. In the proposed model, reactions to feedback, not feedback per se, influence performance. In response to the lack of research on causal mechanisms linking feedback to performance and calls for such research, reactions are proposed to mediate the influence of feedback-related characteristics on performance. Feedback-related characteristics central to models of performance feedback that also corresponded with the three characteristics of the due process model served as antecedents to reactions. Using longitudinal data and previous performance as a control variable, results of structural equation modeling evidenced strong support for the proposed model as antecedents substantially related to ratees’ reactions, and ratees’ reactions indeed influenced subsequent performance. Organizations should design appraisal systems in accordance with the due process framework and train managers in conducting feedback discussions. Specific implications of results for researchers and practitioners are discussed.
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