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This paper conceptualizes feedback as part of a longitudinal performance management process influenced by, and contributing to, the individual's feedback orientation and the organization's feedback culture. Feedback orientation refers to an individual's overall receptivity to feedback, including comfort with feedback, tendency to seek feedback and process it mindfully, and the likelihood of acting on the feedback to guide behavior change and performance improvement. Feedback culture refers to the organization's support for feedback, including nonthreatening, behaviorally focused feedback, coaching to help interpret and use feedback, and a strong link between performance improvement and valued outcomes. Critical events direct attention to the value of feedback and thereby start a performance management cycle of receiving, absorbing, and applying feedback in the following days, weeks, and months. Human resource research and practice need to measure feedback orientation and culture and capture longitudinal feedback processes to better understand and influence the effects of feedback on self-awareness, self-confidence, and job performance.