DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META‐ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS

By James W. Smither, M. London, Richard R. Reilly. 2005

577 citations recorded by the source corpus.

Subfields: Applied Psychology, Education, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1601d044d2a781c8bb95d08ada4283859a554996

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Gary P. Latham
2. J. Brett
3. A. C. Charles
4. Laxmikant Manroop
5. Marie-Hélène Budworth
6. Marjan Gorgievski
7. Leanne Atwater
8. Victor Y. Haines III

In Education

1. Marjan Gorgievski
2. Victor Y. Haines III
3. Sylvie St-Onge
4. B. I. van der Heijden
5. Annet de Lange
6. I. Barankay
7. B. Kuvaas

In Organizational Behavior and Human Resource Management

1. Gary P. Latham
2. Laxmikant Manroop
3. Marie-Hélène Budworth
4. Marjan Gorgievski
5. Leanne Atwater
6. Victor Y. Haines III
7. Sylvie St-Onge
8. B. I. van der Heijden

Citations in the corpus

• Performance management effectiveness: practices or context? (2012, methodology): “The meta-analysis conducted by Smither, London and Reily ( 2005 ), for instance, found that multisource feedback has a stronger positive effect on subsequent performance when it is conducted with developmental purpose.”
• Facing Your Opponents (2014, unknown): “We argue that knowing the opponents’ identities and effort levels are important design features that can influence individual behavior in practice (Smither et al., 2005).”