The effect of feedback sign on task performance depends on self-concept discrepancies.

Control theories claim that information about performance is often used by multiple goal systems. A proposition tested here was that performance information can create discrepancies in self-concept goals, directing cognitive resources away from the task goal system. To manipulate performance information, 160 undergraduates were given false positive or false negative normative feedback while working on a task that did or did not require substantial cognitive resources. Half of the participants were then given an opportunity to reaffirm their self-concepts following feedback, whereas half were not. Feedback sign positively related to performance only for those working on the cognitively intense task and not given a chance to reaffirm. Otherwise, feedback sign was negatively related to performance, albeit weakly.

Two studies examining the negative effect of self-efficacy on performance.

Although hundreds of studies have found a positive relationship between self-efficacy and performance, several studies have found a negative relationship when the analysis is done across time (repeated measures) rather than across individuals. W. T. Powers (1991) predicted this negative relationship based on perceptual control theory. Here, 2 studies are presented to (a) confirm the causal role of self-efficacy and (b) substantiate the explanation. In Study 1, self-efficacy was manipulated for 43 of 87 undergraduates on an analytic game. The manipulation was negatively related to performance on the next trial. In Study 2, 104 undergraduates played the analytic game and reported self-efficacy between each game and confidence in the degree to which they had assessed previous feedback. As expected, self-efficacy led to overconfidence and hence increased the likelihood of committing logic errors during the game.