This work demonstrates how managers can be more effective in gathering and processing performance information about subordinates, making ratings on performance appraisals and multisource feedback surveys, and feeding back this information in a way that is nonthreatening and leads to productive changes in behaviour. It also shows how employees can gather, accept, and use meaningful performance information from appraisals, surveys, and informal discussions to change their own behaviour. In doing so, the volume suggests how human resource practitioners and training professionals can help managers give and use feedback more effectively. In particular, the book: examines how people give, seek, and use performance feedback; describes processes by which givers of feedback perceive and judge performance; outlines information processes by which receivers of feedback absorb (accept, deny, or ignore) and apply feedback; considers formal sources of feedback, including performance appraisal, multisource (upward and 360 degrees) survey feedback methods, and assessment centres; emphasizes the ways individuals and groups receive informal feedback; emphasizes that individuals need to be proactive in getting feedback and suggests how to hold people accountable for using feedback; and considers ways in which managers become coaches and developers of their subordinates - how they establish long-term, growth-oriented relationships that enhance individual and group performance.