Do managers see themselves as other see them? Implications of self-other rating agreement for human resources management

Do managers see themselves as other see them? Implications of self-other rating agreement for... With increaseduse of upward and 360-degree assessment comes a greater needto understandwhat the data imply for peopleand the organization. Do Managers See libemsehes As Others See lbm? Implicationsof Self-Other Rat&gAgreementfor Human Resources Management FRANCIS J. 5AMMARINO LEANNE E. ATWAmR hen it comes to providing managers and leaders with feedback information to help them develop their skills, an increasing number of organizations are inverting the pyramid-asking those at the top to look to those in the middle and lower echelons, or elsewhere, for guidance. The feedback may come from the manager’s staff or direct reports (a process called upward feedback), or from a broader base of individuals with whom the leader interacts-bosses, peers and co-workers, and even customers or clients (360~degreefeedback). Estimates are that between 10 and 15 percent of today’s organizations use either upward or 360-degree feedback for developmental learning and, in a growing number of instances, for performance evaluation purposes as well. In 1994, of Fortune’s 32 most admired companies, 20 were using upward or 360-degree appraisal and two others were beginning to. More recent information (1996) suggests that these programs are nearly universal among Fortune 500 firms and that, across all organizations, hundreds of millions of http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Organizational Dynamics Elsevier

Do managers see themselves as other see them? Implications of self-other rating agreement for human resources management

Organizational Dynamics, Volume 25 (4)

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Publisher
Elsevier
Copyright
Copyright © 1996 Elsevier Ltd
ISSN
0090-2616
DOI
10.1016/S0090-2616(97)90035-8
Publisher site
See Article on Publisher Site

Abstract

With increaseduse of upward and 360-degree assessment comes a greater needto understandwhat the data imply for peopleand the organization. Do Managers See libemsehes As Others See lbm? Implicationsof Self-Other Rat&gAgreementfor Human Resources Management FRANCIS J. 5AMMARINO LEANNE E. ATWAmR hen it comes to providing managers and leaders with feedback information to help them develop their skills, an increasing number of organizations are inverting the pyramid-asking those at the top to look to those in the middle and lower echelons, or elsewhere, for guidance. The feedback may come from the manager’s staff or direct reports (a process called upward feedback), or from a broader base of individuals with whom the leader interacts-bosses, peers and co-workers, and even customers or clients (360~degreefeedback). Estimates are that between 10 and 15 percent of today’s organizations use either upward or 360-degree feedback for developmental learning and, in a growing number of instances, for performance evaluation purposes as well. In 1994, of Fortune’s 32 most admired companies, 20 were using upward or 360-degree appraisal and two others were beginning to. More recent information (1996) suggests that these programs are nearly universal among Fortune 500 firms and that, across all organizations, hundreds of millions of

Journal

Organizational DynamicsElsevier

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