CAN MULTI-SOURCE FEEDBACK CHANGE PERCEPTIONS OF GOAL ACCOMPLISHMENT,SELF-EVALUATIONS,AND PERFORMANCE-RELATED OUTCOMES? THEORY-BASED APPLICATIONS AND DIRECTIONS FOR RESEARCH

Multi-source feedback extends traditional performance appraisal by collecting information from subordinates, peers, supervisors, and customers. Ratees often receive the results along with normative data and self-ratings. This paper explores how multi-source feedback goes beyond traditional performance appraisal by providing ratees with comparative information. Focusing on person perception and information processing dynamics, this paper develops a model and associated propositions to explain the effects of multi-source feedback on perceptions of goal accomplishment, re-evaluation of self-image, and changes in outcomes such as goals, development, behavior, and performance. Moderators of relationships between the major components in the model include individual difference variables (self-image, feedback seeking, self-monitoring, task-specific self-efficacy, and impression management) and situational conditions (the content and process of multi-source feedback and organizational performance standards). Issues of research and practice intended to improve understanding and effectiveness of multi-source feedback are discussed.     

PERSPECTIVE‐NEUTRAL INTRINSIC VALUE

Is it possible to do a good thing, or to make the world a better place? Some argue that it is not possible, because perspective‐neutral value does not exist. Some argue that ‘good’ does not play the right grammatical role; or that all good things are good ‘in a way’; or that goodness is inherently perspective‐dependent. I argue that the logical and semantic properties of ‘good’ are what we should expect of an evaluative predicate; that the many ways of being good don't threaten the thesis that some ways are perspective‐independent; and that there are clear examples of perspective‐independent goodness.