ABSTRACT
We assume that people treat performance feedback seriously, learn from it, and change their behavior to improve their performance. Much of the literature on feedback has focused on how to collect information and deliver it to employees. For instance, the literature on multisource upward and 360-degree feedback has concentrated on the methods and process for collecting survey feedback and providing participants with the results (Tornow, 1993). In this chapter (based on London, Smither, & Adsit, 1996), I argue that attention should be paid to how employees apply the feedback and interventions that encourage its effective use. The chapter focuses on giving and receiving multisource feedback. Increasing rater and feedback recipient accountability will improve the value of the performance feedback, increase the recipient's sensitivity to the information, and increase the likelihood that the feedback will improve performance. I describe structures that increase managers' accountability for giving and using feedback. This leads to suggestions on how to enhance accountability.
