360-degree feedback and developmental outcomes: The role of feedback characteristics, self-efficacy, and importance of feedback dimensions to focal managers’ current role. Manuscript submitted for publication

This longitudinal study investigates whether developmental changes following 360 degree feedback are predicted by the favourability of ratings received, and moderated by focal individuals ’ self-efficacy and perceived importance of feedback. Five developmental criteria are investigated longitudinally: (i) self-assessments, (ii) line managers ’ ratings, (iii) amount of developmental activity, (iv) global self-efficacy and (iv) self-efficacy for development. Feedback ratings from certain rater groups predicted changes in ratings, but not changes in self-efficacy or amount of developmental activity. Self-efficacy significantly moderated the feedback–performance association for certain rater groups, but feedback importance did not. Contrary to expectations, the focal individual’s initial self-assessment predicted changes in self-efficacy, over the favourability of ratings received. The implications of these findings for organizations using 360 degree feedback for develop-mental purposes are discussed. S urveys in Britain and the United States have establishedthat organizations ’ use of multiple-source multiple-rater (MSMR) feedback systems such as 360 degree feedback for developmental purposes has increased stea