Decision Support Systems

Chan et al. use cognitive evaluation theory to examine feedback as a DSS characteristic. Cognitive evaluation theory suggests that events can be categorized as either informational or controlling. Informational feedback occurs when individuals receive information about their competency at a task in a self-determined performance context. When controlling feedback is administered, individuals experience pressure toward the achievement of specific outcomes such as attaining a specified level of performance. Informational feedback facilitates an autonomy-supportive context that promotes autonomy, making individuals more inwardly focused and thus increasing task (intrinsic) motivation. Controlling feedback debilitates autonomy, creativity and cognitive flexibility, leading individuals to perform in a specific manner in which they believe they "should". While individuals are more intrinsically motivated when they expect an informational rather than a controlling evaluation, task (intrinsic) motivation is undermined by controlling feedback. Previous studies examine feedback in an informational or controlling manner and report that individuals exhibit higher task motivation in the informational feedback than controlling feedback condition.

While getting a user to accept and use a DSS is critical and the nature of the supportiveness of the feedback is important, some form of positive feedback assists individuals in performance improvement. In a DSS environment, the focus is on providing useful feedback for improving decision performance. Greater task motivation generated by informational feedback as opposed to controlling feedback leads to enhanced decision performance. Individuals' level of interest in an activity increases when they receive feedback on their competence in the activity; consequently, they exert more effort to improve performance.