FEATURED ARTICLE Postfeedback Development Perceptions: Applying the Theory of Planned Behavior Alma McCarthy, Thomas Garavan The primary purpose of management development programs is perfor- mance improvement at an individual and organizational level. Performance improvement results from knowledge, skill, or ability enhancement. An important intervention in management development is the use of 360-degree or multisource feedback (MSF), which leads to more effective career devel- opment activity resulting from enhanced self-awareness. The research model used to investigate self-reported postfeedback management development behavior is derived using the theory of planned behavior. The findings reveal that perceptions of the accuracy of MSF, cynicism, perceived organizational support, and age are significant predictors of postfeedback development behavior. The implications for research and practice are set out. Human resource development is now considered a key human resource activ- ity that can add value to organizations in terms of increased organizational effi- ciency and effectiveness. Some authors report that investment in training and development is a determinant of organizational performance and economic growth (Jeffrey, 1995; Mabey & Ramirez, 2005; Winterton & Winterton, 1997). The primary purpose of management development programs is per- formance improvement at an individual and organizational level. Performance improvement results from knowledge, skill, or ability enhancement. DeNisi and Kluger (2000) argue that it is widely accepted that feedback is essential for improving performance. Multisource feedback (MSF) has become a popular management development technique and is found in many organizations today (Brett & Atwater, 2003; Brutus & Derayeh, 2002; Greguras, Ford, & Brutus, 2003; Mabey, 2001; Maurer, Mitchell, & Barbeite, 2002; Waldman & Atwater, 1998). HUMAN RESOURCE DEVELOPMENT QUARTERLY, vol. 17, no. 3, Fall 2006 © Wiley Periodicals, Inc. Published online in Wiley InterScience (www.interscience.wiley.com) • DOI: 10.1002/hrdq.1173 245