다음 글의 요지로 가장 적절한 것은? When giving performance feedback, you should consider the recipient's past performance and your estimate of his or her future potential in designing its frequency, amount, and content. For high performers with potential for growth, feedback should be frequent enough to prod them into taking corrective action, but not so frequent that it is experienced as controlling and saps their initiative. For adequate performers who have settled into their jobs and have limited potential for advancement, very little feedback is needed because they have displayed reliable and steady behavior in the past, knowing their tasks and realizing what needs to be done. For poor performers ―that is, people who will need to be removed from their jobs if their performance doesn't improve―feedback should be frequent and very specific, and the connection between acting on the feedback and negative sanctions such as being laid off or fired should be made explicit.