360 degree feedback: accuracy, reactions, and perceptions of usefulness

Area of Science:

• Organizational Psychology
• Human Resources Management
• Management Science

Background:

• 360-degree feedback is widely used for employee development.
• Assumptions suggest negative or discrepant feedback drives positive change.
• The impact of feedback ratings and self-other discrepancies on recipient outcomes requires further examination.

Purpose of the Study:

• To investigate the relationship between 360-degree feedback ratings, self-other rating discrepancies, and recipient reactions.
• To assess how these factors influence perceptions of feedback accuracy and usefulness.
• To determine the impact on recipients' receptivity to development and explore the role of goal orientation.

Main Methods:

• Examined 360-degree feedback ratings and self-other rating discrepancies.
• Analyzed relationships with feedback reactions, accuracy perceptions, usefulness, and development receptivity.
• Assessed the moderating role of goal orientation on these relationships.

Main Results:

• Less favorable ratings were linked to perceptions of lower accuracy and negative reactions.
• Negative reactions and perceived inaccuracy correlated with reduced feedback usefulness.
• Feedback usefulness was associated with development focus, while goal orientation influenced long-term usefulness perceptions.

Conclusions:

• Negative and discrepant 360-degree feedback may not inherently motivate positive change.
• Perceptions of accuracy and usefulness are critical mediators between feedback and development receptivity.
• The findings challenge conventional wisdom regarding the motivational power of critical feedback in organizational settings.