Doctoral Dissertations

Date of Award

8-2000

Degree Type

Dissertation

Degree Name

Doctor of Philosophy

Major

Industrial and Organizational Psychology

Major Professor

Robert T. Ladd

Committee Members

Robert L. Cardy, H. Dudley Dewhirst, Lawrence R. James

Abstract

The purpose of the current study was to investigate managerial ability to self-manage a developmental response to 360-degree feedback. Numerous variables thought to affect the performance improvement realized in response to 360-degree feedback were examined. Specifically, the relationship of performance improvement to such variables as values, ability to interpret feedback, experience with feedback, and development history was examined.

Twenty-five male and twenty-five female managers from a financial services organization participated in this study. Managers received developmental 360-degree feedback in conjunction with a leadership development program they completed at least six months prior to their participation in this research. Participants identified coworkers to provide them with subsequent ratings of performance improvement on die developmental areas identified through the leadership development program. A total of 372 coworkers provided ratings of improvement,this total represented feedback from 54 bosses, 189 peers, and 129 direct reports.

Performance improvement ratings were made for two developmental areas targeted by each manager, one strength identified by each manager, and two generic distractor items identified by the principal investigator. Coworkers’ ratings of improvement across these five performance dimensions were compared Additionally, the participating managers completed a questionnaire designed to examine biographical information, value priorities. developmental and feedback lustones, and ability to interpret hypothetical feedback information.

The results of this study indicated that managers were reasonably adept at navigating the steps required by a self-managed development model. Despite that, performance improvement was typically not related to the variables of interest. When significant relationships did occur, they were in the opposite direction of predictions. The results of the current study indicate that managers who realized the greatest amount of performance improvement with regard to their development goals were those who failed to establish a current development goal, who showed less of a commitment to development through the activities they reportedly pursued,and who were less effective at identifying the causes of performance problems indicated by feedback ratings.

In addition, greater improvement was perceived to have occurred in areas of pre-existing strength. Moderate ratings of improvement were given for distractor areas, and the lowest ratings of improvement were found for developmental areas. Limitations to the study, practical implications, and recommendations for future research are discussed.

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