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Topic: Upward Feedback

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	Upward feedback - Wikipedia, the free encyclopedia
		In leadership development, upward feedback (also known as subordinate appraisal) is a structured process of delivering feedback from subordinates to managers, intended to identify ways to increase management effectiveness and enhance organizational performance.
		The feedback is intended create two-way communication between employees and supervisors that can assist managers in developing their leadership skills.
		That is, the aim of upward feedback is to improve managerial effectiveness.
	en.wikipedia.org /wiki/Upward_feedback (197 words)

	feedback on Encyclopedia.com
		The use of feedback as the fundamental control mechanism for machinery occurs in automation.
		Feedback is one of the main concerns of cybernetics.
		The influence of upward feedback on self- and follower ratings of leadership.
	www.encyclopedia.com /html/f1/feedback.asp (902 words)

	360-degree feedback - Wikipedia, the free encyclopedia
		In human resources, 360-degree feedback is employee development feedback that comes from all around the employee.
		Compare to upward feedback where managers are given feedback by their direct reports.
		The results from 360-degree feedback are often used by the person receiving the feedback to plan their training and development.
	en.wikipedia.org /wiki/360_degree_feedback (147 words)

	HR Magazine: A 21st century communication tool - upward feedback - includes related article (Site not responding. Last check: 2007-10-12)
		When employees give feedback to a manager and the manager acts on the information, the employees feel that they are, in a sense, authorizing the manager to act as their leader and to represent their interests.
		At BPX, the upward feedback process begins with managers and supervisors distributing a questionnaire describing 23 management practices (for example, meeting frequently with employees to review their individual performance) to each of their direct reports, plus certain people in other departments with whom the manager interacts.
		The manager still has the option of discussing the feedback with a trained adviser, who can help identify areas that will be discussed at the next critical part of the process--a feedback meeting between the manager and his or her staff.
	www.findarticles.com /p/articles/mi_m3495/is_n7_v38/ai_14363491 (1511 words)

	MercerMC.com - Join Us - The Mercer Advantage (Site not responding. Last check: 2007-10-12)
		As a firm, we invest significant time and resources in providing developmental feedback to all staff, because we believe that it is one of the most valuable tools for continuous professional growth.
		Mercer believes that upward feedback, from case team members to managers, is a key lever in continuously improving case management.
		Upward feedback is used in Partner/Senior Associate promotion and compensation decisions, and in helping individual managers improve their management skills.
	www.mercermc.com /Join/WhyJoin/feedback.asp (383 words)

	Upward Bound - Feedback
		The Upward Bound staff helps individuals to define themselves; to define who they are.
		Upward Bound is fun to be at because you get to experience college life and how it is to live on your own.
		This is my third year at Upward Bound and I enjoy the activities and worksites that are available for me. I highly recommend this program to students who want to have fun over the summer and learn useful things.
	www.fsc.edu /upwardbound/feedback.html (288 words)

	Employee Guide to the FAA’s
		Supervisor also provides upward feedback to his or her manager regarding resources, guidance, and support the supervisor may need to carry out his or her performance management responsibilities.
		True or False: Upward feedback, from employee to supervisor, was designed to serve as a performance improvement tool for supervisors in regard to their performance management obligations.
		True: The upward feedback mechanics are designed to provide feedback to the supervisors regarding their application of their performance management duties and responsibilities.
	www.faa.gov /AHR/pms/quest/eig.htm (8558 words)

	360 Degree Feedback and Upward Evaluations for Law Firms by Eastern Point (Site not responding. Last check: 2007-10-12)
		Upward evaluations (sometimes also known as 180-degree feedback) provide an assessment of an individual's management style from the perspective of the individual's direct reports.
		The feedback from both 360's and upward evaluations can enable a manager or supervisor to focus on the skills and experiences needed to expand their management skills.
		Eastern Point recognizes the value 360-degree feedback and upward evaluations have in the professional development and continued advancement of attorneys and staff.
	www.eastpt.com /lawfirms/360.shtml (332 words)

	HR Magazine: Upward feedback leads to culture change - Fiat S.p.A - includes related article
		The feedback session generally evolves into a counseling session and is key to the entire project.
		The session always entails a certain amount of psychological discomfort, especially when constructively reporting negative feedback that may be a surprise to the manager.
		However, for learning purposes, the most useful feedback components are those that indicate a variance with expectations and thus the existence of a problem.
	www.findarticles.com /p/articles/mi_m3495/is_n6_v39/ai_16097370 (1082 words)

	Effective performance appraisals and evaluations
		Upward assessments are used in a large number of organizations, running from Honda and Chrysler to Motorola and NASA.
		Upward assessments can help managers to keep their words and actions consistent, while showing areas where managers can improve their performance.
		360 degree feedback may be given directly to the employees, who have the option of discussing them with their managers; or it may be given to the managers for use in a feedback meeting.
	www.toolpack.com /performance.html (1641 words)

	[No title] (Site not responding. Last check: 2007-10-12)
		The Upward Feedback form is being added to provide staff with an opportunity to give quality feedback to managers.
		The overall objectives of the Upward Feedback tool are to: Provide a platform for and encourage employees to share useful information with their managers.
		The Upward Feedback form is flexible enough to be introduced to your staff in a number of ways: Distribute form to employees at the conclusion of the annual review and allow employees to complete/return anonymously.
	www.law.harvard.edu /administration/hr/0405ufm.doc (330 words)

	Technical Affairs - June 2000 [ACN]
		However, the effectiveness of upward feedback seems to depend on who is being appraised.
		Similarly, a meta-analysis of over 600 studies on feedback found that although there was a significant effect for feedback (d =.41), equal numbers of studies showed performance declines, performance improvements, and no changes in performance following feedback (Kluger and DeNisi, 1996).
		The managers receiving the feedback initially think that they are performing better than do their subordinates (Johnson and Ferstl, 1997).
	www.ipmaac.org /acn/jun00/techaff.html (760 words)

	AHI's Employment Law Resource Center - HR Soapbox
		Although upward appraisals certainly shouldn't take the place of traditional PAs, they can add valuable insights into their supervisors' performances, in areas such as interpersonal skills, delegation techniques, and training methods, to name just a few.
		That said, putting upward appraisal into practice may not be as easy as it sounds; managers and employees alike may be a little gun shy.
		And as hard as it is to hear negative feedback about performance from a higher-up, it may be even harder to swallow when it comes from an employee who may not understand all the intricacies of a supervisor's job.
	www.ahipubs.com /soapbox/indexnl211.html (1094 words)

	Popular Government
		The primary concern expressed by raters who are providing feedback to peers or superiors is that their co-worker or boss may get defensive in response to negative feedback and retaliate in some way (a particularly troubling possibility for employees who are providing feedback to their superiors).
		That is, they should start with the 360-degree feedback process for developmental purposes only so that people can gain familiarity with and trust in the ratings, with the understanding that, after the process has been in place for several years, the information might be used in making pay and promotion decisions.
		Overall, upward reviews share many of the same advantages and disadvantages as peer assessments: those who provide the ratings may have a unique and valuable perspective on the supervisor’s performance, but they can be hesitant to give honest feedback if they anticipate that the supervisor will react negatively.
	ncinfo.iog.unc.edu /pubs/electronicversions/pg/carlson.htm (6802 words)

	360 Degree Feedback Surveys
		360 degree feedback is a powerful tool mostly used by organizations to gather information about managers’ work behavior and job performance, as well as their relationships with other organizational players.
		By gathering feedback from multiple raters (e.g., superiors, coworkers, subordinates, customers, suppliers, and others) on several key dimensions, 360 degree feedback provides an in-depth assessment of how a manager is behaving and performing.
		The type of performance profiles that 360 degree feedback generates are thus more complete and accurate than any information obtained from any single organizational source.
	www.360feedbacksurveys.com (360 words)

	360-Feedback Bibliography (Site not responding. Last check: 2007-10-12)
		Provides a well-rounded view of 360-degree feedback assessments and when they are appropriate to use to help in developing an assessment instrument or the selection of a ready-made instrument.
		A 360-degree feedback instrument collects data from an employee's supervisors, subordinates, peers, and customers.
		Job aid consists of a checklist for determining whether an organization is ready for 360-degree feedback.
	www.astd.org /astd/Resources/eval_roi_community/360.htm (620 words)

	July 7, 1998 Minutes
		The reasons for the "focus groups" were to get the word out to others concerning Upward Feedback, what the context is, why the Staff Council is interested in doing this study, and the benefits of these kinds of systems.
		We need input from employees at the university to see what an ideal feedback system would look like if we were to have one.
		We must remember that the feedback for managers is for developmental purposes only - not tied to the evaluation process.
	www.usm.edu /scouncil/html/Minutes/97-98/July7.98.html (1219 words)

	Amazon.com: Maximizing the Value of 360-degree Feedback : A Process for Successful Individual and Organizational ... (Site not responding. Last check: 2007-10-12)
		Despite the burgeoning popularity of 360-degree feedback for rating work performance, few people have a detailed understanding of how it can be used to enhance, even maximize, individual and organizational development.
		Readers will discover how they can use 360-degree feedback as a tool for achieving a variety of objectives such as communicating performance expectations, setting developmental goals, establishing a learning culture, and tracking the effects of organizational change.
		The complexity of jobs requires that employees have feedback from a variety of constituencies, not just their supervisor, who has traditionally been the source of feedback and performance review.
	www.amazon.com /exec/obidos/tg/detail/-/0787909580?v=glance (1460 words)

	Contact Us (Site not responding. Last check: 2007-10-12)
		If your church is interested in learning more about starting an Upward ministry in your community, please contact your Regional Representative.
		If you are a league director or other key leader involved in an Upward ministry and have questions about administering the program, contact your Service Representative.
		If you are interested in having an Upward representative share the vision of Upward at your church, submit a speaking engagement request.
	www.upward.org /contact.htm (159 words)

	Feedback - Human Resources - Management Portal
		If feedback is so good for us, why don't we do it often enough to reap the benefits.
		This study examines the two-year experience of an organization using multi-source (360 degree) feedback as an integral part of its effort to address a number of critical issues being faced.
		We investigated whether rater affect has a similar effect on the leniency of ratings from three of the sources of 360-degree feedback (downward, upward, and peer) and whether there is an interaction between a rater's affect and the time he or she has spent observing the ratee.
	www.themanager.org /Knowledgebase/HR/Feedback.htm (1191 words)

	September 2, 1997 Minutes
		Jeff Kudisch, Industrial/Organization Psychology, discussed the concept of upward feedback in an organizational setting.
		Upward feedback is a process whereby subordinates are given the opportunity to provide meaningful feedback to supervisors in a constructive way.
		He gave a Aprescription of success@ in designing and implementing an Upward Feedback Program.
	www.usm.edu /~scouncil/html/Minutes/97-98/September2.97.html (1119 words)

	Giving Feedback to Colleagues (Site not responding. Last check: 2007-10-12)
		In this course, you will discover how to provide effective feedback to colleagues at the same level as yourself, and to those above you, in the hierarchy of the organization.
		In addition to considering the effectiveness of feedback, you will learn a logical process for giving feedback.
		apply appropriate methods for giving feedback to one of the three different feedback personality types.
	content1.skillsoft.com /content/cm/COMM0523000000/summary.htm (229 words)

	An Examination of the Equivalence of Web-Based Versus Paper-and-Pencil Upward Feedback Ratings: Rater- and Ratee-Level ...
		An Examination of the Equivalence of Web-Based Versus Paper-and-Pencil Upward Feedback Ratings: Rater- and Ratee-Level Analyses -- Smither et al.
		An Examination of the Equivalence of Web-Based Versus Paper-and-Pencil Upward Feedback Ratings: Rater- and Ratee-Level Analyses
		Antonioni, D. The effects of feedback accountability on upward appraisal ratings.
	epm.sagepub.com /cgi/content/refs/64/1/40 (818 words)

	[No title] (Site not responding. Last check: 2007-10-12)
		Constituents outside the College of Business The employee distributes the Peer/Constituent Feedback form to the selected providers of feedback and asks that the form be returned to him/her within six working days.
		It is the supervisor’s responsibility to give a copy of the Upward Feedback form to each of his/her direct reports and ask that they return it to him/her within six working days.
		All feedback forms will be signed by the person providing the feedback.
	cob.ohio-state.edu /directories/pmi/multiple_feedback_guidelines.doc (316 words)

	360 Degree Feedback and Upward Evaluations for Corporations by Eastern Point (Site not responding. Last check: 2007-10-12)
		We have partnered with other organizations to develop 360-degree assessments and upward evaluations that are customized to particular organizations and objectives.
		Eastern Point recognizes the value 360-degree feedback and upward evaluations have in the professional development and continued advancement of employees.
		Upward evaluations (often referred to as 180 degree evaluations) customized to your organization and its objectives
	www.eastpt.com /corporations/360.shtml (233 words)

	Improving Student Learning Through The Use Of Multisource Assessment And Feedback - McGourty, Dominick, Wolfe ... (Site not responding. Last check: 2007-10-12)
		Abstract: This paper examines the use of multisource assessment and feedback processes in the classroom and the potential impact on student learning.
		Grounded in control and goal setting theories, this assessment process provides a means for students to take a proactive role in their learning.
		1 The influence of upward feedback on self- and follower ratin..
	citeseer.ist.psu.edu /534127.html (620 words)

	[No title]
		Hannah reported that the several deans asked if they could use the Upward Feedback forms to poll their associate faculty and, if so, whether they could modify the forms to provide a space for respondents to indicate their status as associate faculty.
		Silver reported that the new versions of Upward Feedback had been forwarded to the Office of Institutional Research together with a draft cover letter.
		VCAA Hannah reported that the Upward Feedback forms had been circulated to the Deans and the Chancellor for comment.
	www.ipfw.edu /senate/minutes/1998-99/fac.html (2454 words)

	Personnel Psychology: The influence of upward feedback on self- and follower ratings of leadership.@ HighBeam Research (Site not responding. Last check: 2007-10-12)
		The impact of upward feedback (followers' perceptions of leadership provided to leaders) on leaders' self-evaluations and followers' subsequent ratings of leadership was assesed in a field setting.
		Leaders' self-evaluations follwoing feedback became more similar to the evaluations provided by followers.
		Interestingly, when leaders were grouped according to whether feedback was positive, neutral, or negative based on agreement between...
	highbeam.com /library/doc0.asp?DOCID=1G1:16984502&... (213 words)

	[No title]
		Bettenhausen, Kenneth; Fedor, Donald B., "Peer and upward appraisals: A comparison of their benefits and problems," Group and Organization Management v.22, no.2 (June 1997): 236-263.
		Lawrence, Harriet V.; Wiswell, Albert K., "Feedback is a two-way street," Training and Development (July 1995): 49-52.
		Westerman, James W.; Rosse, Joseph G., "Reducing the threat of rater nonparticipation in 360-degree feedback systems: an exploratory examination of antecedents to participation in upward ratings," Group and Organization Management v.22, no.2 (June 1997): 288-309.
	orpheus.ucsd.edu /pert/other/tools/360bib.htm (639 words)

	SD 97-23 UPWARD FEEDBACK: REVIEW OF ADMINISTRATORS
		All department chairs be evaluated by departmental faculty each year, using a method determined according to the governance procedures of the school in which the department is located, and that the results of these evaluations be distributed to the chair and the chair's dean only, to be used for evaluation and improving administrative performance; and
		The form be redesigned so as to be appropriate to the job description of the subject and the relationship of the faculty evaluator to the subject; and
		The Faculty Affairs Committee be responsible for supervising the use of the Upward Feedback process, including revising the forms, distributing and collecting them, and arranging for them to be collated by the Office of Institutional Research and Analysis; and
	www.ipfw.edu /senate/Document/sd97-23.html (230 words)

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