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1、FEEDBACKORIENTATION,FEEDBACKCULTURE,ANDTHELONGITUDINALPERFORMANCEMANAGEMENTPROCESSManuelLondonStateUniversityofNewYorkatStonyBrookJamesW.SmitherLaSalleUniversityDirectallcorrespondenceto:ManuelLondon,Ph.D.HarrimanHallSUNY-StonyBrookStonyBrook,NewYork11794-3775OfficeTel.:516-632
2、-6833E-mail:mlondon@notes.cc.sunysb.eduAbstractThispaperconceptualizesfeedbackaspartofalongitudinalperformancemanagementprocessinfluencedby,andcontributingto,theindividual'sfeedbackorientationandtheorganization'sfeedbackculture.Feedbackorientationreferstoanindividual'soverallre
3、ceptivitytofeedback,includingcomfortwithfeedback,tendencytoseekfeedbackandprocessitmindfully,andthelikelihoodofactingonthefeedbacktoguidebehaviorchangeandperformanceimprovement.Feedbackculturereferstotheorganization'ssupportforfeedback,includingnon-threatening,behaviorally-focu
4、sedfeedback,coachingtohelpinterpretandusefeedback,andastronglinkbetweenperformanceimprovementandvaluedoutcomes.Criticaleventsdirectattentiontothevalueoffeedbackandtherebystartaperformancemanagementcycleofreceiving,absorbing,andapplyingfeedbackinthefollowingdays,weeks,andmonths.
5、Humanresourceresearchandpracticeneedtomeasurefeedbackorientationandcultureandcapturelongitudinalfeedbackprocessestobetterunderstandandinfluencetheeffectsoffeedbackonself-awareness,self-confidence,andjobperformance.FeedbackProcess3FEEDBACKORIENTATION,FEEDBACKCULTURE,ANDTHELONGIT
6、UDINALPERFORMANCEMANAGEMENTPROCESSWhileconsiderableattentionhasbeengivenrecentlytomulti-source"360degree"feedback(cf.Tornow&London,1998;London&Smither,1995)asadiscreteevent,muchlessattentionhasbeengiventotheindividual,organizational,andlongitudinalaspectsoftheuseoffeedback.Appr
7、oachestofeedbackintheliteraturehavemovedfromastaticviewfocusingontheimmediateeffectsoffeedback(seereviewsbyIlgen,Fisher,&Taylor,1979;andNadler,1979)toamoredynamicviewfocusingonfeedbackseeking(cf.Larson,1984;Ashford&Cummings,1983;Walker&Smither,1999),multiplesourcesoffeedback(To
8、rnow&London,1998),andfeedbackinterventionstoimproveper
