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.

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It has been nearly 10 years since London and Smither (1995) evaluated the state of multisource feedback practice and offered theory-based propositions for understanding how people process and use the feedback. This article assesses progress in the field, especially focusing on the extent to which feedback recipients improve their performance after receiving multisource feedback. We argue that practitioners should not expect large, widespread performance improvement after employees receive multisource feedback. Instead, we present a theoretical model that suggests some feedback recipients should be more likely to improve than others. First, we review empirical evidence concerning the validity of multisource feedback. This is important because it would make little sense to focus our attention on multisource feedback unless there is convincing evidence that multisource ratings are related to other indices of performance and effectiveness. Second, we present a meta-analysis of longitudinal studies of multisource feedback in order to examine the amount of improvement (i.e., in multisource feedback ratings) that occurs following receipt of multisource feedback. Third, we present a preliminary theoretical model and review evidence concerning factors that might enhance the likelihood of performance improvement following receipt of multisource feedback.

Validity of Multisource Feedback

Two lines of evidence speak to the validity of multisource ratings. A number of studies have shown that multisource ratings are related to a variety of performance measures and hence provide evidence concerning the concurrent validity of multisource ratings. Other studies have examined whether different rater sources (e.g., peers, direct reports) conceptualize performance in a similar manner.

Concurrent Validity of Multisource Ratings

Evidence for the validity of multisource ratings is broadly considered here and includes research comparing multisource ratings with assessment center performance, annual appraisals, objective performance data, and the satisfaction and turnover intentions of subordinates.