Multisource feedback: Lessons learned and implications for practice

Organizations around the world are using multisource, or 360-degree, feed-back. Although many HR practitioners embrace it as an important mecha-nism for leadership development, organizations must attend to and address several issues in order to maximize the utility of multisource feedback (MSF). We discuss current research findings and highlight issues for managers to consider both before starting a multisource feedback process and after the feedback is given, plus we review potential outcomes of the process. We also describe lessons learned from an intensive three-year investigation of an MSF implementation in two organizations. © 2007 Wiley Periodicals, Inc.

[1]  L. Atwater,et al.  THE INFLUENCE OF UPWARD FEEDBACK ON SELF‐ AND FOLLOWER RATINGS OF LEADERSHIP , 1995 .

[2]  J. Colquitt,et al.  Toward an integrative theory of training motivation: a meta-analytic path analysis of 20 years of research. , 2000, The Journal of applied psychology.

[3]  Gary E. Bolton,et al.  How Effective are Online Reputation Mechanisms? An Experimental Study , 2004, Manag. Sci..

[4]  E. A. Locke,et al.  A theory of goal setting & task performance , 1990 .

[5]  James W. Smither,et al.  The Relationship Between Leaders’ Personality and Their Reactions to and Use of Multisource Feedback , 2005 .

[6]  P. Levy,et al.  The Social Context of Performance Appraisal: A Review and Framework for the Future , 2004 .

[7]  Terry A. Beehr,et al.  Evaluation of 360 degree feedback ratings: relationships with each other and with performance and selection predictors† , 2001 .

[8]  Leanne E. Atwater,et al.  360° feedback: Accuracy, reactions, and perceptions of usefulness. , 2001 .

[9]  Leanne E. Atwater,et al.  360-Degree Feedback to Leaders , 2006 .

[10]  David Antonioni,et al.  THE EFFECTS OF FEEDBACK ACCOUNTABILITY ON UPWARD APPRAISAL RATINGS , 1994 .

[11]  Clive Fletcher,et al.  The impact of multiple source feedback on management development: findings from a longitudinal study , 2002 .

[12]  David A. Waldman,et al.  AN UPWARD FEEDBACK FIELD EXPERIMENT: SUPERVISORS' CYNICISM, REACTIONS, AND COMMITMENT TO SUBORDINATES , 2000 .

[13]  James W. Smither,et al.  An Examination of the Equivalence of Web-Based Versus Paper-and-Pencil Upward Feedback Ratings: Rater- and Ratee-Level Analyses , 2004 .

[14]  Richard R. Reilly,et al.  Discussing multisource feedback with raters and performance improvement , 2004 .

[15]  Donald B. Fedor,et al.  Peer and Upward Appraisals , 1997 .

[16]  Chrysanthos Dellarocas,et al.  The Digitization of Word-of-Mouth: Promise and Challenges of Online Feedback Mechanisms , 2003, Manag. Sci..

[17]  J F Brett,et al.  360 degree feedback: accuracy, reactions, and perceptions of usefulness. , 2001, The Journal of applied psychology.

[18]  Mark L. Poteet,et al.  Reactions of leaders to 360-degree feedback from subordinates and peers , 1998 .

[19]  Gary E. Roberts Employee Performance Appraisal System Participation: A Technique That Works , 2002 .

[20]  H. P. Sims,et al.  Behind the Mask: The Politics of Employee Appraisal , 1987 .

[21]  James W. Smither,et al.  Feedback orientation, feedback culture, and the longitudinal performance management process , 2002 .

[22]  James W. Smither,et al.  DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META‐ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS , 2005 .

[23]  Jeff W. Johnson,et al.  THE EFFECTS OF INTERRATER AND SELF‐OTHER AGREEMENT ON PERFORMANCE IMPROVEMENT FOLLOWING UPWARD FEEDBACK , 1999 .

[24]  C. Carver,et al.  Origins and Functions of Positive and Negative Affect: A Control-Process View. , 1990 .

[25]  Mark R. Testa A model for organization‐based 360 degree leadership assessment , 2002 .

[26]  Karen M. Dyer,et al.  The Power of 360-Degree Feedback. , 2001 .

[27]  James W. Smither,et al.  CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME? A QUASI‐EXPERIMENTAL FIELD STUDY , 2003 .

[28]  A. Kluger,et al.  The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. , 1996 .

[29]  Fred Luthans,et al.  360-Degree feedback with systematic coaching: Empirical analysis suggests a winning combination , 2003 .

[30]  G. Yukl,et al.  Effects of multisource feedback and a feedback facilitator on the influence behavior of managers toward subordinates. , 2003, The Journal of applied psychology.

[31]  Leanne E. Atwater,et al.  Antecedents and consequences of reactions to developmental 360° feedback , 2005 .

[32]  Sumita Raghuram,et al.  Technology Enabled Work: The Role of Self-Efficacy in Determining Telecommuter Adjustment and Structuring Behavior , 2003 .

[33]  Gary P. Latham,et al.  The Effect of Upward Feedback on Managerial Behavior , 2008 .

[34]  M. Hakel,et al.  Receptivity to assessment‐based feedback for management development , 2000 .

[35]  James W. Smither,et al.  A FIVE‐YEAR STUDY OF UPWARD FEEDBACK: WHAT MANAGERS DO WITH THEIR RESULTS MATTERS , 1999 .

[36]  Allan H. Church,et al.  Do higher performing managers actually receive better ratings? A validation of multirater assessment methodology. , 2000 .

[37]  A. Bandura Self-Efficacy: The Exercise of Control , 1997, Journal of Cognitive Psychotherapy.

[38]  Todd J. Maurer,et al.  Management development intentions following feedback – Role of perceived outcomes, social pressures, and control , 1999 .

[39]  C. Dweck,et al.  A social-cognitive approach to motivation and personality , 1988 .

[40]  Barry Gerhart,et al.  Personnel psychology: performance evaluation and pay for performance. , 2005, Annual review of psychology.

[41]  Carol S. Dweck,et al.  Motivational processes affecting learning. , 1986 .

[42]  Robert E. Wood,et al.  Self- versus others' ratings as predictors of assessment center ratings: Validation evidence for 360-degree feedback programs. , 2002 .

[43]  Todd J. Maurer,et al.  Predictors of attitudes toward a 360‐degree feedback system and involvement in post‐feedback management development activity , 2002 .

[44]  Sarah A. Hezlett,et al.  The impact of 360‐degree feedback on management skills development , 1993 .

[45]  D. Ilgen,et al.  Individual's reactions to performance feedback in organizations: A control theory perspective , 1984 .

[46]  Paul E. Levy,et al.  The Influence of Individual and Contextual Variables on 360-Degree Feedback System Attitudes , 1997 .

[47]  Christopher Mabey Closing the circle: participant views of a 360 degree feedback programme , 2001 .

[48]  Stéphane Brutus,et al.  Multisource assessment programs in organizations: An insider's perspective , 2002 .

[49]  G. Milkovich,et al.  The Current State of Performance Appraisal Research and Practice: Concerns, Directions, and Implications , 1992 .

[50]  Philip M. Podsakoff,et al.  Effects of Feedback Sign on Group Goal Setting, Strategies, and Performance , 1994 .