Performance feedback significantly impacts employee motivation and organizational effectiveness, yet decades of research have yielded inconsistent findings regarding its effects. This study challenges the assumption of linear effects of feedback on motivation and posit that these inconsistencies arise from neglecting the role of employees’ expectations. Drawing on implicit leadership theorizing (ILT) and self-verification and self-enhancement theories, we propose that the congruence between employees’ expected and received feedback affects their motivation. Specifically, we hypothesize that motivation is maximized when received positive or negative feedback aligns with expectations, and that incongruence undermines motivation. We further assess the interactive effects of feedback valence on expectancy congruence. Using a longitudinal design with a sample of 255 employees, we measured expected feedback, received feedback, and motivation across three time points. Polynomial regression analysis and response surface methodology revealed support for most of our hypotheses, demonstrating how congruence between expected and received feedback is vital for motivation. These findings underscore the curvilinear and interactive nature of feedback effects, emphasizing the importance of managing employee expectations. We recommend ongoing feedback conversations throughout the year to foster alignment between employee expectations and received feedback, thereby enhancing motivation and organizational effectiveness.
