In order to determine the usefulness of multi‐source rating in different types of organizations, this study explored differences among organization types in four areas: leniency, interrater agreement, relationships between these ratings and effectiveness, and the relationship between agreement...

Research on feedback acceptance typically has not focused on feedback given in developmental contexts nor has this research used sources other than self‐reports to measure feedback acceptance. This study examined recipient characteristics as influences on receptivity to management development...

Although research on multisource ratings indicates that different rater sources provide different information, little research has investigated how ratees attend to such information. Understanding how ratees attend to feedback information from different rater sources is important because such...

This study focused on the relationship between 360‐degree (multi‐source) survey feedback to managers and subsequent selection of development goals. We hypothesized that performance ratings would be negatively related to setting development goals, that supervisor ratings would have a greater...

This study investigates the relationship between personal values and feedback‐seeking behaviors. Feedbackseeking behaviors, or the way by which individuals in organizations actively seek information about their performance, has recently become an important research topic in the management...

Discusses the effective use of 360‐degree feedback for enhancing managers’ self‐awareness and challenging them to engage in developmental work. Such feedback is instrumental for an unfreezing process in which managers are motivated to rethink their behaviour and its impact on others. A...