Revisiting Goals, Feedback, Recognition, and Performance Success: The Case of Project Teams

Esther Unger-Aviram, Ofer Zwikael, Simon Lloyd D. Restubog

Research output: Contribution to journalArticlepeer-review


In this paper, we propose that only some of the conventional findings pertaining to the enhancing effects of feedback and recognition on performance success as well as the moderating role they play in the goal-performance relationship may apply to project teams, whereas others may not. We focus on the above activities that are well grounded in the general organizational research and reexamine them within the project management context. Data were collected from 88 project managers and their direct supervisors via questionnaires. Results showed that leader goal, feedback, and recognition activities were important only for improved team effectiveness, but not for team efficiency. Furthermore, feedback and recognition moderated the goal-performance relationship, regardless of the performance measures used. The implications of these findings for future research on project teams are discussed.

Original languageEnglish (US)
Pages (from-to)570-600
Number of pages31
JournalGroup and Organization Management
Issue number5
StatePublished - Oct 2013
Externally publishedYes


  • effectiveness
  • efficiency
  • feedback
  • goals
  • leadership
  • performance
  • project teams
  • recognition
  • team motivation

ASJC Scopus subject areas

  • Arts and Humanities (miscellaneous)
  • Applied Psychology
  • Organizational Behavior and Human Resource Management


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