A large-scale, longitudinal investigation of the antecedents, moderators, and consequences of performance improvement following multisource feedback
Baldwin, Sean Patrick
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Despite near ubiquitous use among Fortune 2000 organizations (Ewen & Edwards, 2001), the effects of multisource feedback on subsequent performance improvement have rarely been examined outside of pretest-posttest examinations. In the current study we conduct a large-scale (N=5,128 ratees) longitudinal investigation that spans three years and four feedback administrations, testing a theoretical model of the antecedents (managerial experience, developmental activities, initial status), moderators (performance dimension, rater source), and consequences (promotion rate) of performance change following multisource feedback. Results show substantially weaker estimates of performance change than previous reviews (Smither, et al., 2005), however, much stronger rates of change for identifiable subgroups. Specifically, novice and initially weak performing employees demonstrated the strongest rate of improvement.