A FIVE-YEAR STUDY OF UPWARD FEEDBACK: WHAT MANAGERS DO WITH THEIR RESULTS MATTERS

• Published in: Personnel psychology Vol. 52; no. 2; pp. 393 - 423
• Main Authors: WALKER, ALAN G., SMITHER, JAMES W.
• Format: Journal Article
• Language: English
• Published: Oxford, UK Blackwell Publishing Ltd 01.06.1999; Personnel Psychology, Inc
• Subjects: Accountability; Agreements; Feedback; Feedback (Response); Job Performance; Leaders; Longitudinal studies; Management reviews; Meta Analysis; Organizational behavior; Outcome Measures; Performance evaluation; Ratings & rankings; Regression analysis; Studies; Subordinates; Supervisors; United States > US
• ISSN: 0031-5826; 1744-6570
• DOI: 10.1111/j.1744-6570.1999.tb00166.x

We present results for 252 target managers over 5 annual administrations of an upward feedback program (i.e., twice as long as any previous study in this area). We show that managers initially rated poor or moderate showed significant improvements in upward feedback ratings over the 5‐year period, and that these improvements were beyond what could be expected due to regression to the mean. We also found that (a) managers who met with direct reports to discuss their upward feedback improved more than other managers, and (b) managers improved more in years when they discussed the previous year's feedback with direct reports than in years when they did not discuss the previous year's feedback with direct reports. This is important because it is the first research evidence demonstrating that what managers do with upward feedback is related to its benefits. We use an accountability framework to discuss our results and suggest directions for future research.