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The relationship between multisource...

Shull, Amanda Catherine.

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The relationship between multisource feedback and organizational performance: Exploring the influence of leaders' demographic group membership.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	The relationship between multisource feedback and organizational performance: Exploring the influence of leaders' demographic group membership./
作者:	Shull, Amanda Catherine.
面頁冊數:	127 p.
附註:	Source: Dissertation Abstracts International, Volume: 71-09, Section: B, page: 5834.
Contained By:	Dissertation Abstracts International71-09B.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3420864
ISBN:	9781124181066

The relationship between multisource feedback and organizational performance: Exploring the influence of leaders' demographic group membership.
Shull, Amanda Catherine.

The relationship between multisource feedback and organizational performance: Exploring the influence of leaders' demographic group membership. - 127 p.

Source: Dissertation Abstracts International, Volume: 71-09, Section: B, page: 5834.

Thesis (Ph.D.)--Columbia University, 2010.

Multisource feedback assessment tools are used by organizations to assess and provide feedback to employees, especially managers and leaders, for developmental purposes, performance appraisals, and promotion decisions. A primary purpose of using multisource feedback tools is to increase a leader's awareness about how others perceive his or her behaviors, since agreement in self and others' ratings has been shown to be positively related to individual effectiveness and performance. Prior research has established the significance of the relationship between agreement in feedback ratings and performance for individuals. However, previous studies have not directly addressed whether the nature of the relationship between agreement among raters and organizational performance holds true for minority members of demographic groups. The present study replicated existing research on self-other agreement and performance as well as assessed demographic group membership as a moderator of the relationship between self-other rating agreement and objective organizational performance outcomes. This new conceptual model was tested using moderated polynomial regression to analyze the multiple effects of self and other ratings and agreement on performance outcomes.

ISBN: 9781124181066Subjects--Topical Terms:

626628
Business Administration, Management.

The relationship between multisource feedback and organizational performance: Exploring the influence of leaders' demographic group membership.
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245 1 4 $a The relationship between multisource feedback and organizational performance: Exploring the influence of leaders' demographic group membership.
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500 $a Adviser: W. Warner Burke.
502 $a Thesis (Ph.D.)--Columbia University, 2010.
520 $a Multisource feedback assessment tools are used by organizations to assess and provide feedback to employees, especially managers and leaders, for developmental purposes, performance appraisals, and promotion decisions. A primary purpose of using multisource feedback tools is to increase a leader's awareness about how others perceive his or her behaviors, since agreement in self and others' ratings has been shown to be positively related to individual effectiveness and performance. Prior research has established the significance of the relationship between agreement in feedback ratings and performance for individuals. However, previous studies have not directly addressed whether the nature of the relationship between agreement among raters and organizational performance holds true for minority members of demographic groups. The present study replicated existing research on self-other agreement and performance as well as assessed demographic group membership as a moderator of the relationship between self-other rating agreement and objective organizational performance outcomes. This new conceptual model was tested using moderated polynomial regression to analyze the multiple effects of self and other ratings and agreement on performance outcomes.
520 $a Archival data on store manager multisource feedback ratings, demographic characteristics (i.e., race, gender, and age), store customer service ratings, and store financial performance were collected from 1254 stores of a Fortune 100 U.S.-based retail organization. Polynomial regression results and response surface analysis graphs were used to assess the interaction of store managers' demographic characteristics on the multisource feedback and organizational performance relationship.
520 $a Results indicated that, as expected, higher and similar self and other ratings led to more favorable outcomes overall for managers in the sample; although there were no significant results to demonstrate that in-agreement ratings were best. As predicted, among all managers in the sample, underraters had more favorable performance outcomes than overraters. Findings were somewhat inconclusive for the moderating variable of leaders' demographic characteristics. In particular, results failed to support hypotheses that females and older workers who were overraters would have the most favorable outcomes and that male and younger managers who were in-agreement raters would have the most favorable outcomes. Limited support was found for expectations about managers' race, indicating that non-Whites who were overraters performed better than underraters. Implications of these findings for multisource feedback and organizational outcomes are discussed.
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