Contextual and Individual Difference Factors Predicting Individuals’ Desire to Provide Upward Feedback

Abstract

This study examined the influence of several factors on employees’ desire to provide upward feedback to their supervisors on an impending upward feedback system. Self-report data from 153 university employees indicated that the desire to provide upward feedback related negatively to fear of retaliation and positively to role appropriateness, perceived usefulness, rater self-efficacy, leader-member exchange, knowledge of upward feedback, top management support, coworker support, and feedback-seeking behavior. The authors also found that perceived usefulness mediated the relationships among fear of retaliation, leader-member exchange, top management support, coworker support, and knowledge of upward feedback with desire to provide upward feedback. Theoretical and practical implications are discussed.

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