The Effect of Upward Feedback on Managerial Behavior

Upward feedback from subordinates was provided to Australian managers in an international professional services firm. The job performance of the managers in this quasi-experimental study was observed by subordinates to be significantly higher six months later, compared to both initial performance and subordinate ratings of a comparison group. Self-efficacy moderated this finding, suggesting that it plays a key role in determining behavioral reactions to upward feedback. The managers' learning goal orientation correlated significantly with their subsequent performance