THE EFFECTS OF FEEDBACK ACCOUNTABILITY ON UPWARD APPRAISAL RATINGS

Abstract

Do subordinates feel and respond differently to upward appraisal procedures depending on whether they are accountable or anonymous? Accountability requires subordinates to identify themselves on the upward appraisal questionnaires they complete. In an experimental field study, 38 managers and their subordinates from an insurance company were randomly assigned to use one of the appraisal procedures. As hypothesized, managers who received feedback from specific individuals in the accountability procedure viewed the upward appraisal process more positively than did managers in the anonymity procedure. However, subordinates felt more comfortable giving anonymous responses. As a result, subordinates who used the accountability procedure rated their managers significantly higher than the subordinates who responded anonymously. Therefore, the results of this study suggest that an upward appraisal procedure in which individuals are accountable for their responses may produce inflated ratings of managers' performance. Further research should compare the accountability and anonymous upward appraisal procedures to determine which procedure produces more accurate ratings.