Understanding acceptance of multisource feedback for management development

McCarthy, Alma M.; Garavan, Thomas N.

Abstract

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 locus of control, cynicism and perceptions of procedural justice predicted acceptance by feedback recipients.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.

Citation

McCarthy, A. M., & Garavan, T. N. (2007). Understanding acceptance of multisource feedback for management development. Personnel Review, 36(6), 903-917. https://doi.org/10.1108/00483480710822427

• Journal Article Type: Article
• Acceptance Date: Oct 1, 2006
• Publication Date: Sep 25, 2007
• Deposit Date: Aug 3, 2016
• Journal: Personnel Review
• Print ISSN: 0048-3486
• Publisher: Emerald
• Peer Reviewed: Peer Reviewed
• Volume: 36
• Issue: 6
• Pages: 903-917
• DOI: https://doi.org/10.1108/00483480710822427
• Keywords: 360-degree feedback, Management development, Leadership development, Performance management, Perception
• Public URL: http://researchrepository.napier.ac.uk/Output/324324