The mediating effect of reactions to multisource feedback on the relationship between feedback characteristics and managerial development activities

Abstract

This study examined the relationship between multisource feedback characteristics, user reactions to feedback, and manager follow-up actions in a sample of 390 managers employed in a national home improvement company. Managers participated in a multisource feedback process in which self, boss, peer, and direct report performance ratings were collected, and target managers completed a follow-up survey 1- 5 months later. Findings revealed that rating discrepancies between the self and other raters, manager perceptions of source credibility and observational opportunity, and internal performance attributions were positively related to target managers' reactions to the feedback process and ratings. In addition, results indicated that manager reactions were related to subsequent goal setting and meeting with others about the feedback and that manager reactions mediated the relationships between source credibility, observational opportunity, and internal performance attributions and the outcome measure of goal setting. Implications for theory, research, and practice of multisource feedback systems are discussed.