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.     

RATINGS OF MANAGERIAL CHARACTERISTICS: EVALUATION DIFFICULTY, CO-WORKER AGREEMENT, AND SELF-AWARENESS

This research examined variables contributing to self-awareness and coworker agreement on 30 managerial characteristics. The first study collected data from 233 management students on the difficulty of rating different characteristics. It also developed reliable measures of self-protection mechanisms that may negatively influence self-awareness. Four self-protection factors were identified: Denial, Giving Up, Self-Promotion, and Fear of Failure. The second study collected self-, supervisor, peer, and subordinate ratings of the managerial characteristics to derive multiple measures of self-awareness. There was a total of 283 co-worker ratings for 36 target middle managers. The results showed that within-sample co-worker disagreement measures from Study 2 were higher for items that were perceived by the sample in Study 1 as more difficult to rate. Self-ratings were more highly related to the average of co-worker ratings than to the ratings provided by any one co-worker alone. Co-workers' ratings of the target's use of self-protection mechanisms were negatively associated with self-awareness measures. Ideas are discussed for other correlates of self-awareness and ways to enhance the value of feedback processes.     

DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL,META‐ANALYSIS,AND REVIEW OF EMPIRICAL FINDINGS

We review evidence showing that multisource feedback ratings are related to other measures of leadership effectiveness and that different rater sources conceptualize performance in a similar manner. We then describe a meta-analysis of 24 longitudinal studies showing that improvement in direct report, peer, and supervisor ratings over time is generally small. We present a theoretical framework and review empirical evidence suggesting performance improvement should be more likely for some feedback recipients than others. Specifically, improvement is most likely to occur when feedback indicates that change is necessary, recipients have a positive feedback orientation, perceive a need to change their behavior, react positively to the feedback, believe change is feasible, set appropriate goals to regulate their behavior, and take actions that lead to skill and performance improvement.