This report presents 23 research abstracts that investigate the effects of feedback on job performance. A narrative that precedes the abstracts lists generalizations and conclusions that are representative of the studies presented in the report. It concludes that the studies reviewed confirm that feedback improves the performance of subordinates. The suggestion is made that providing interpersonal communication skills to supervisors and managers should be highly valued, but only if those skills involve how to recognize feedback opportunities and how to deliver feedback to subordinates. The following generalizations are made: some feedback is always available to employees in the work setting; feedback promotes more efficient acquisition of new job tasks; feedback affects motivation; the more specific the feedback, the more rapid the improvement and the higher the level of performance; the longer the delay in giving feedback, the less effect the feedback has on performance; when feedback is decreased, performance level drops; and when feedback is removed, those who maintain their performance probably have developed some substitute source of feedback. The research abstracts are arranged in this format: author(s), year, title, source (publication or journal) and volume number, and pagination; purpose; participants; method; results; and discussion. (YLB)