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Appraisal on performance or for development purposes is a common element of human resource management in many organizations today ([16] Graddick and Lane, 1998; [37] Timmreck, 1995). Feedback from multisources (e.g. managers, peers, subordinates) and upward feedback can be a valuable source of information on performance. In fact, the use of subordinate appraisals in the performance appraisal process is increasing ([8] Bernardin et al. , 1993; [16] Graddick and Lane, 1998; [39] Tourish and Robson, 2003). Fortune magazine's annual survey of 32 industries showed multisource feedback is almost universal among the most respected companies in the USA ([14] Ghorpade, 2000). Upward feedback refers to the process of subordinates anonymously (in most cases) evaluating their supervisor's performance. The information is averaged and fed back to the supervisor and possibly to the next higher level of management, for the purposes of development and/or performance evaluation. The current situation is that upward feedback and multisource systems are being implemented at an unprecedented rate in the UK and the USA. Unfortunately, however, the same cannot be said of empirical research in this area ([12] Fletcher and Baldry, 1999). The purpose of this paper is to contribute to the empirical research in this important area by incorporating three aspects into the research design essential for a good insight into what happens during an upward feedback program, but mostly neglected in previous studies. First, a control group is included. Second, the focus is both on the perception of the subordinates and the self-perception of the managers. Third, the different feedback dimensions used in the program are analyzed separately instead of averaged into one feedback score.
Upward appraisal can be particularly valuable in attempts to develop leaders ([43] Walker and Smither, 1999). According to a number of researchers (e.g. [27] Latham and Wexley, 1994; [36] Smither et al. , 1995; [40] Tsui and Ohlott, 1988), the increasing use of upward feedback reflects the recognition that establishing directions for development and making decisions about the potential of managers can benefit from having input from subordinates. The subordinate's perspective is important, given that manager/subordinate relationships are an important part of managing - in many cases, the key relationship for the manager. As [7] Bernardin (1986) and others (e.g. [18] Hall et al. ,...