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Multi‐source feedback extends traditional performance appraisal by collecting information from subordinates, peers, supervisors, and customers. Ratees often receive the results along with normative data and self‐ratings. This paper explores how multi‐source feedback goes beyond traditional performance appraisal by providing ratees with comparative information. Focusing on person perception and information processing dynamics, this paper develops a model and associated propositions to explain the effects of multi‐source feedback on perceptions of goal accomplishment, re‐evaluation of self‐image, and changes in outcomes such as goals, development, behavior, and performance. Moderators of relationships between the major components in the model include individual difference variables (self‐image, feedback seeking, self‐monitoring, task‐specific self‐efficacy, and impression management) and situational conditions (the content and process of multi‐source feedback and organizational performance standards). Issues of research and practice intended to improve understanding and effectiveness of multi‐source feedback are discussed.
London et al. (Fri,) studied this question.