To demonstrate the importance of subordinate perceptions of supervisor intentions in the feedback process, individuals were asked to report the perceived efficacy of supervisor intentions under a variety of criteria related to the impact of supervisor feedback. In Study 1, 49 participants were asked to generate an exhaustive list of all possible supervisor feedback intentions. In Study 2, 220 participants were asked to evaluate the perceived frequency of the supervisor intentions generated in Study 1, and the extent to which the supervisor intentions were related to four outcome criteria (self-evaluation, building relationships, self-serving for the supervisor, and facilitating subordinate productivity). It was found that subordinates do make fine distinctions concerning their perceptions of supervisor intentions for providing feedback. The research and practical implications of these results are discussed.