Measuring the performance is one step and sharing the performance appraisal with the employee is another step, also fraught with potential difficulties. Feedback sessions create stress for both supervisors and employees. Research has found that employees respond positively to constructive feedback, but often respond defensively to critical or negative feedback, by shifting responsibility for the problem, denying it outright, or providing a wide range of excuses for it. Although it is easier to give and accept positive feedback, negative feedback is typically more effective in improving subsequent performance. Performance Feedback The following three guidelines are useful for providing evaluative feedback. First, refer to specific, verbatim statements and specific, observable behaviours displayed by the employee. This enhances the acceptance of the feedback while discouraging denial. Second, focus on changeable behaviours, not intrinsic or personality-based attributes. Third, plan the session ahead of time, notifying the person who will receive the feedback so that both parties can be ready. Many organizations use 360-degree feedback, which is performance feedback based on multiple sources of information, which helps to improve the reliability and the validity of performance appraisals. The 360-degree feedback method provides a well-rounded view of performance from superiors, peers, followers, customers, and oneself. Evidence suggests that including self-evaluations in