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360-Grad-Feedback-Verfahren als spezielle Variante der Mitarbeiterbefragung
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360-Grad-Feedback-Verfahren als spezielle Variante der Mitarbeiterbefragung (2006)360-Grad-Feedback-Verfahren als spezielle…DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META‐ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS (2005)DOES PERFORMANCE IMPROVE FOLL…CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME? A QUASI‐EXPERIMENTAL FIELD STUDY (2003)CAN WORKING WITH AN EXECUTIVE…Human Resource Planning (2002)Human Resource Planning360° feedback: Accuracy, reactions, and perceptions of usefulness. (2001)360° feedback: Accuracy, reac…Feedback effectiveness: Can 360-degree appraisals be improved? (2000)Feedback effectiveness: Can 3…A FIVE‐YEAR STUDY OF UPWARD FEEDBACK: WHAT MANAGERS DO WITH THEIR RESULTS MATTERS (1999)A FIVE‐YEAR STUDY OF UPWARD F…SELF‐OTHER AGREEMENT: DOES IT REALLY MATTER? (1998)SELF‐OTHER AGREEMENT: DOES IT…Psychometric Properties of Multisource Performance Ratings: A meta-Analysis of Subordinate, Supervisor, Peer, and Self-Ratings (1997)Psychometric Properties of Mu…The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. (1996)The effects of feedback inter…Comparative analysis of the reliability of job performance ratings. (1996)Comparative analysis of the r…CAN MULTI‐SOURCE FEEDBACK CHANGE PERCEPTIONS OF GOAL ACCOMPLISHMENT, SELF‐EVALUATIONS, AND PERFORMANCE‐RELATED OUTCOMES? THEORY‐BASED APPLICATIONS AND DIRECTIONS FOR RESEARCH (1995)CAN MULTI‐SOURCE FEEDBACK CHA…The impact of 360‐degree feedback on management skills development (1993)The impact of 360‐degree feed…Performance Appraisal: Alternative Perspectives (1993)Performance Appraisal: Altern…A META‐ANALYSIS OF SELF‐SUPERVISOR, SELF‐PEER, AND PEER‐SUPERVISOR RATINGS (1988)A META‐ANALYSIS OF SELF‐SUPER…Consequences of individual feedback on behavior in organizations. (1979)Consequences of individual fe…The multitrait-multirater approach to measuring managerial job performance. (1967)The multitrait-multirater app…Leitlinien und Konzepte zur Aktivierung der Mitarbeiter (2006)Leitlinien und Konzepte zur A…Employee reactions to job characteristics. (1971)Organizational citizenship behavior: Its nature and antecedents. (1983)Validity and utility of alternative predictors of job performance. (1984)Flexible and compressed workweek schedules: A meta-analysis of their effects on work-related criteria. 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References

  • 1996The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory.5,875 cited
  • 1979Consequences of individual feedback on behavior in organizations.1,821 cited
  • 1988A META‐ANALYSIS OF SELF‐SUPERVISOR, SELF‐PEER, AND PEER‐SUPERVISOR RATINGS1,080 cited
  • 1996Comparative analysis of the reliability of job performance ratings.771 cited
  • 2005DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META‐ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS599 cited
  • 1995CAN MULTI‐SOURCE FEEDBACK CHANGE PERCEPTIONS OF GOAL ACCOMPLISHMENT, SELF‐EVALUATIONS, AND PERFORMANCE‐RELATED OUTCOMES? THEORY‐BASED APPLICATIONS AND DIRECTIONS FOR RESEARCH482 cited
  • 2001360° feedback: Accuracy, reactions, and perceptions of usefulness.471 cited
  • 1997Psychometric Properties of Multisource Performance Ratings: A meta-Analysis of Subordinate, Supervisor, Peer, and Self-Ratings469 cited
  • 1998SELF‐OTHER AGREEMENT: DOES IT REALLY MATTER?454 cited
  • 2000Feedback effectiveness: Can 360-degree appraisals be improved?400 cited
  • 2003CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME? A QUASI‐EXPERIMENTAL FIELD STUDY334 cited
  • 1993Performance Appraisal: Alternative Perspectives307 cited
  • 1967The multitrait-multirater approach to measuring managerial job performance.300 cited

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  • 2002Human Resource Planning263 cited
  • 1993The impact of 360‐degree feedback on management skills development261 cited
  • 1999A FIVE‐YEAR STUDY OF UPWARD FEEDBACK: WHAT MANAGERS DO WITH THEIR RESULTS MATTERS256 cited
  • Cited by

    • 2006Leitlinien und Konzepte zur Aktivierung der Mitarbeiter2 cited