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1 – 10 of 279
Article
Publication date: 1 November 1999

Paul Jansen and Daniël Vloeberghs

The conditions and implications for the use of multi‐rater feedback or “360‐degree” methods are studied from both a psychological and an organizational perspective. Psychological…

2705

Abstract

The conditions and implications for the use of multi‐rater feedback or “360‐degree” methods are studied from both a psychological and an organizational perspective. Psychological research indicates that multi‐ratings cannot be put on the same footing as ratings obtained from more “objective” sources as for instance the assessment center. Multi‐rater feedback can be interpreted either as standing in the tradition of assessment centers, or originating from “total quality management”, but it seems more congenial to the TQM method of organizing “customer feedback”. Since multi‐rater feedback presupposes social interaction and consequently a work organization, the communicative conditions for such a feedback system are subsequently investigated from the perspective of organization science. It is investigated how various structural and cultural changes offer a fertile soil for the introduction of such kinds of feedback. However, the authors warn of the terror of “total feedback”.

Details

Journal of Managerial Psychology, vol. 14 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 February 2001

Alma M. McCarthy and Thomas N. Garavan

360° feedback processes have gained popularity as a performance management and career development tool in contemporary organisations. This monograph explores the nature of 360…

27336

Abstract

360° feedback processes have gained popularity as a performance management and career development tool in contemporary organisations. This monograph explores the nature of 360° feedback, investigates the factors which have influenced its emergence and contrasts it with more traditional performance management processes used by organisations. It specifically identifies the benefits and problems associated with 360° feedback in the context of management of performance and employee career development. The monograph considers the issues surrounding different sources of feedback, i.e. peer, subordinate and self. The monograph concludes with a discussion of the issues pertaining to the use of multi‐rater feedback as a tool for performance improvement and career development.

Details

Journal of European Industrial Training, vol. 25 no. 1
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 30 January 2009

Steven H. Appelbaum, David Nadeau and Michael Cyr

The purpose of this article is to examine and ultimately suggest the most effective method with which to evaluate employees operating within a matrix organization. The authors

4422

Abstract

Purpose

The purpose of this article is to examine and ultimately suggest the most effective method with which to evaluate employees operating within a matrix organization. The authors will demonstrate the tools, corporate participation and acceptance levels required in order to ensure employee and manager “buy in” and implementation.

Design/methodology/approach

This article consists of a comprehensive review of literature demonstrating functional areas within a matrix organization as well as employee evaluation methods within various organizations. It is presented in three sections: defining a matrix organization; demonstrating effective evaluation methods and strategies; and finally how the two should work together. Critical incidents are interspersed throughout the article in order to demonstrate how the research compares to the methods employed by a leading aviation engineering firm.

Findings

Ineffective evaluation methods within matrix organizations can lead to lower employee morale as well as an ambiguous understanding of employee roles within such an organization. Employee and management buy in and support of an evaluation system and its goals are crucial to the success of the program. The multi‐rater system appeared to be most effective.

Practical implications

Several tools exist to help employers effectively evaluate their employees in a constructive and effective manner. Among them are clear job description and corporate structure, followed by a review of performance by both functional and project managers. Additionally, peer evaluations can prove to be constructive and contribute positively to the development of the employee. This article can be a practical aid for managers in a matrix organization that need to successfully and constructively evaluate employees, but are having difficulty doing so in an effective method.

Originality/value

Given the limited research with respect to evaluations within a matrix structure, this paper demonstrates an understanding of a subject that has not been adequately explored. The article demonstrated in “real time” the critical synthesis for PA and the matrix organization – an absence noted in the literature.

Details

Industrial and Commercial Training, vol. 41 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 3 October 2008

Steven H. Appelbaum, David Nadeau and Michael Cyr

The purpose of this article is to examine and ultimately suggest the most effective method with which to evaluate employees operating within a matrix organization. Part Two aims

3667

Abstract

Purpose

The purpose of this article is to examine and ultimately suggest the most effective method with which to evaluate employees operating within a matrix organization. Part Two aims to describe a real‐time case study and examine performance evaluations in depth as they relate to this case analysis.

Design/methodology/approach

This article consists of a comprehensive review of literature demonstrating functional areas within a matrix organization as well as employee evaluation methods within various organizations. It is presented in three sections: defining a matrix organization; demonstrating effective evaluation methods and strategies; and, finally, how the two should work together. Critical incidents are interspersed throughout the article in order to demonstrate how the research compares to the methods employed by a leading aviation engineering firm.

Findings

Ineffective evaluation methods within matrix organizations can lead to lower employee morale as well as an ambiguous understanding of employee roles within such an organization. Employee and management buy in and support of an evaluation system and its goals are crucial to the success of the program. The multi‐rater system appeared to be most effective.

Practical implications

Several tools exist to help employers effectively evaluate their employees in a constructive and effective manner. Among them are clear job description and corporate structure, followed by a review of performance by both functional and project managers.

Originality/value

Given the limited research with respect to evaluations within a matrix structure, this paper demonstrates an understanding of a subject that has not been adequately explored.

Details

Industrial and Commercial Training, vol. 40 no. 6
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 14 May 2018

Rainer Hensel and Ronald Visser

The purpose of this paper is to develop a model to better understand which personality traits and personal values impact transformational leadership qualities in self-directed…

2293

Abstract

Purpose

The purpose of this paper is to develop a model to better understand which personality traits and personal values impact transformational leadership qualities in self-directed entrepreneurial teams as perceived by team members.

Design/methodology/approach

A cohort consisting of six self-directed entrepreneurial teams was selected. A multi-rater system was applied to assess the perceived transformational leadership qualities. A model was developed, using three dimensions of transformational leadership as dependent variables: inspiring others, stimulating interaction among group members and communicating a strong vision.

Findings

The ability to inspire others was predicted by friendliness, measuring a positive labeling of social phenomena. In addition, two positive moderation effects emerged as being related to inspirational capacities: assertiveness and despondency, and assertiveness and emotional empathy interacted. The second moderation effect also impacted the capacity to stimulate group interaction. The personality traits “modesty” and the personal value “human relations” were negatively related to the perceived capacity to communicate a strong vision. Furthermore, a significant but moderate effect of team membership on the capacity to inspire others respectively stimulate interaction seems to exist.

Practical implications

The research results offer valuable opportunities to enhance or to develop those informal, transformational leadership qualities positively influencing entrepreneurial effectiveness.

Social implications

As entrepreneurship in small, self-directed teams is a popular phenomenon, research results add to the understanding of group interaction related to informal leadership.

Originality/value

Shared or informal transformational leadership in the context of self-directed, entrepreneurial teams is a relatively new phenomenon. Integrating a multi-rater assessment of leadership with personality combines interesting perspectives.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 24 no. 6
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 3 May 2011

Steven H. Appelbaum, Michel Roy and Terry Gilliland

The purpose of this article is to provide a more complete perspective regarding the “best practices” for performance appraisals of “distant” employees in global organizations.

17279

Abstract

Purpose

The purpose of this article is to provide a more complete perspective regarding the “best practices” for performance appraisals of “distant” employees in global organizations.

Design/methodology/approach

A range of published works (1998‐2009) on multinational corporations and performance appraisals was reviewed. The literature was used to determine human resource challenges associated with globalization as well as the types of performance appraisals, common pitfalls and elements for improvement of appraisal systems. Concepts were then combined to determine the “best practices” for performance appraisal in a global setting. Finally, a small questionnaire consisting of six questions was constructed and sent to managers in two companies in the health care industry meeting the criteria of having “distant” employees. The questions were open‐ended in order to allow for a variety of responses enabling the researchers to view trends and make comparisons with the literature.

Findings

Adequate training must be provided to both the appraiser and the appraisee in order to avoid the many rating errors that are common in performance appraisal. Training should include cultural, legal and customer differences by country providing managers with the tools to improve on the process. Managers must also be given the opportunity to build the required relationship with these employees.

Research limitations/implications

A questionnaire was sent to several key managers in two complex pharmaceutical firms meeting the criteria with responses received. Further empirical research on the best practices of performance appraisal for distant employees in global organizations should be pursued.

Practical implications

This article provides a source of information on what practices are followed in order to support the performance appraisal of “distant” employees in different parts of the world.

Originality/value

There is limited literature dealing with “distant” employee performance appraisal in global organizations and this article attempts to fill this gap.

Details

Management Decision, vol. 49 no. 4
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 August 2003

Clive Fletcher and Caroline Bailey

Multi‐source processes have been increasingly adopted by organisations in recent years and most projections suggest this trend will continue. As a developmental technique, one…

14455

Abstract

Multi‐source processes have been increasingly adopted by organisations in recent years and most projections suggest this trend will continue. As a developmental technique, one underlying rationale to such systems is their potential impact on target managers’ self‐awareness; increasing self awareness is thought to enhance performance. The main theme of this paper relates to the potential of 360‐degree assessment for yielding measures of self‐awareness and the different ways of deriving indices of this variable. The relationship between self‐awareness indices and measures of performance are discussed in light of research findings. It is concluded that different self‐awareness measures used in the research literature are not equivalent, and may have differential relationships to performance. It is argued that self‐awareness should be assessed in selection and other settings using a variety of methods, not necessarily utilizing the kinds of measures typically associated with multi‐source feedback systems.

Details

Journal of Managerial Psychology, vol. 18 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 August 2002

Mark R. Testa

Success in the new economy is more dependent on successful relationships with internal and external stakeholders than ever before. The “business ecosystem” has created webs of…

6488

Abstract

Success in the new economy is more dependent on successful relationships with internal and external stakeholders than ever before. The “business ecosystem” has created webs of interdependent relationships between organizations and their employees, suppliers, customers, and business partners. These relationships not only impact how firms add value to customers and create competitive advantage, but various internal processes as well. Unfortunately, these relationships often fail to capture their full potential due to misalignment between the organization and its stakeholders. This article presents a practical guide for organization‐based 360 degree leadership assessment, which should help organizations to identify gaps or “blind spots” with internal and external stakeholders. Borrowing from the multi‐rater feedback literature, a discussion of the steps in using the organization’s leadership as the focal point is provided. Self‐assessment on a series of organizational leadership dimensions is proposed, which is compared to evaluations by employees, customers, suppliers and business partners. The proposal should provide direction for practitioners seeking greater stakeholder feedback, and a foundation for further academic inquiry.

Details

Leadership & Organization Development Journal, vol. 23 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 25 May 2010

Cary Cherniss, Laurence G. Grimm and Jim P. Liautaud

The purpose of this paper is to evaluate the effectiveness of a leadership development program based on International Organization for Standardization (ISO) principles. The…

3716

Abstract

Purpose

The purpose of this paper is to evaluate the effectiveness of a leadership development program based on International Organization for Standardization (ISO) principles. The program utilized process‐designed training groups to help participants develop emotional and social competence.

Design/methodology/approach

The study involved 162 managers from nine different companies in a random assignment control group design. There were nine different groups with nine managers in each group. Each group was required to follow the identical process. Trained moderators led the groups during year 1, but during year 2 a group member served as moderator, with all new moderators committing to following the process. The outcome measure was the Emotional Competence Inventory (ECI), a multi‐rater measure of social and emotional competencies associated with effective leadership. Outcome data were collected before the program started, one year later, and two years later.

Findings

Results indicated that after two years the intervention group had improved more than the controls on all ECI variables.

Research limitations/implications

The paper offers recommendations for future research on the mechanisms underlying the process‐designed group strategy and contextual factors that optimize results.

Practical implications

The paper describes a leadership development strategy that appears to be more economical and consistent in its delivery than traditional approaches such as workshops or executive coaching.

Originality/value

Although ISO principles are utilized widely in the business world, this is the first study that has used this approach in the design and delivery of management development. Also, few evaluations of management development efforts utilize a random assignment control group design with pre‐ and post‐measures or examine the impact on emotional and social competence, as demonstrated in the workplace over such a long period of time.

Details

Journal of Management Development, vol. 29 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 11 March 2021

Mohamed Behery

This study is an academic attempt to bridge the gap between Western theories and the under-researched non-western contexts by studying the characteristics of traditional and…

Abstract

Purpose

This study is an academic attempt to bridge the gap between Western theories and the under-researched non-western contexts by studying the characteristics of traditional and modern performance management systems (PMSs) in the United Arab Emirates (UAE). Drawing on the expectancy theory, this study aims to discuss the significant causal relationship between the implementation of single-rating, multi-rating 360° performance management (PM) and organizational outcomes such as trust, commitment, satisfaction and intention to leave.

Design/methodology/approach

Using the self-reported measures and survey method, data were collected from 439 employees from different organizations across the UAE. Explanatory factor analysis, simple linear regression and multi-group were used to test the proposed conceptual model and examine the mediation and moderation impact.

Findings

The study explored the best-practices attributes of the traditional single-rating, multi-rating 360° PM within a non-western context. This study also provides empirical evidence on the significant role of uncertainty avoidance and power distance orientation as a mediator between the relationship between these PMSs and trust, commitment, job satisfaction and intention to leave. Finally, this paper examined the effect of many demographic variables (such as gender, age, industry type […]) on the relationship between the independent variables and the dependent variables.

Originality/value

This study extends research on PM theories and models. Another important aspect of this study is that its model has been tested on the UAE’s data, an underrepresented geographic region in the management literature. Given all the PM’s positive characteristics, the way that this feedback is viewed and interpreted by employees may be moderated according to the employee’s management level, age, gender and many other demographics.

1 – 10 of 279