Online from: 1971
Subject Area: Human Resource Management
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|Title:||Understanding acceptance of multisource feedback for management development|
|Author(s):||Alma M. McCarthy, (Department of Management, J.E. Cairnes Graduate School of Business & Public Policy, National University of Ireland, Galway, Ireland), Thomas N. Garavan, (Department of Personnel and Employment Relations, Kemmy Business School, University of Limerick, Limerick, Ireland)|
|Citation:||Alma M. McCarthy, Thomas N. Garavan, (2007) "Understanding acceptance of multisource feedback for management development", Personnel Review, Vol. 36 Iss: 6, pp.903 - 917|
|Keywords:||360-degree feedback, Leadership development, Management development, Perception, Performance management|
|Article type:||Research paper|
|DOI:||10.1108/00483480710822427 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to report a study investigating the predictors of acceptance of multisource feedback (MSF) by managers. Specifically, it investigates the extent to which
Design/methodology/approach – Quantitative data were analysed from 520 questionnaires completed by managers who participated in a multisource feedback programme as part of a leadership development process.
Findings – The study findings reveal that managers' perception of procedural justice was most significant in explaining variance in acceptance of MSF. Cynicism also explained significant variance in acceptance.
Practical implications – The findings highlight the importance of attending to procedural justice issues when implementing MSF. They also highlight the need to assess cynicism levels in the organisation.
Originality/value – The study combines variables not included in previous studies.
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