“La Vie En Rose” Revisited

Managers and subordinates in three banks provided information on the frequency, form, and effects of informal upward feedback in their organizations. Both managers and subordinates perceived upward feedback as being delivered primarily through informal verbal comments. However, as predicted, managers and subordinates differed with respect to other perceptions of such feedback. Managers perceived informal negative upward feedback as more frequent than did their subordinates. Further, they perceived both positive and negative upward feedback as producing more beneficial effects than did their subordinates. Finally, managers perceived that they were doing a better job of encouraging informal upward feedback than their subordinates. The implications of these findings for effective organizational functioning are discussed.