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Despite the recent popularity of multiple perspective feedback systems, there is little theory to guide research in this area and to promote the successful implementation of multiple perspective feedback in organizations. By integrating organizational development and individual performance perspectives, a theoretical framework is developed that illustrates the mechanisms by which feedback can lead to improved individual, work group, and organizational performance. According to this framework, when the structure and systems of the organization are congruent with the goals of the feedback program, feedback positively influences individual performance determinants (e.g., declarative knowledge, motivation). This leads to improved individual performance, which contributes to desired organizational outcomes. Based on this framework, practical questions that should be addressed before a feedback process is implemented are presented.