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360° feedback process: performance, improvement and employee career development

16 references·16 citing·43 second hopsampled

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References

1988TRANSFER OF TRAINING: A REVIEW AND DIRECTIONS FOR FUTURE RESEARCH3,328 cited
1998Organizational Justice and Human Resource Management1,869 cited
1979Consequences of individual feedback on behavior in organizations.1,821 cited
1988The lessons of experience : how successful executives develop on the job747 cited
1993Investigation of the factors that influence employees' participation in development activities.677 cited
1984Performance appraisal : assessing human behavior at work622 cited
1987Behind the Mask: The Politics of Employee Appraisal560 cited
1995CAN MULTI‐SOURCE FEEDBACK CHANGE PERCEPTIONS OF GOAL ACCOMPLISHMENT, SELF‐EVALUATIONS, AND PERFORMANCE‐RELATED OUTCOMES? THEORY‐BASED APPLICATIONS AND DIRECTIONS FOR RESEARCH482 cited
1991Performance appraisal: An organizational perspective.479 cited
1998Self-Esteem and Self-Efficacy within the Organizational Context471 cited
1995Due Process in Performance Appraisal: A Quasi-Experiment in Procedural Justice455 cited
1998SELF‐OTHER AGREEMENT: DOES IT REALLY MATTER?454 cited
1989Multiple uses of performance appraisal: Prevalence and correlates.434 cited
2000Feedback effectiveness: Can 360-degree appraisals be improved?400 cited
1998

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Participation in the performance appraisal process and employee reactions: A meta-analytic review of field investigations.

388 cited

1997Relationship between conscientiousness and learning in employee training: Mediating influences of self-deception and self-efficacy.334 cited

Cited by

2008Understanding and managing employability in changing career contexts310 cited
2002Voluntary turnover: knowledge management – friend or foe?252 cited
2007Managing Employee Performance and Reward131 cited
2011Organizational justice and employee satisfaction in performance appraisal115 cited
2006To what extent can management practices be transferred between countries?100 cited
2005The Relationship Between Leaders’ Personality and Their Reactions to and Use of Multisource Feedback86 cited
2002The design of a training programme measurement model74 cited
2023The link between burnout and job performance: a meta-analysis61 cited
2021Are Traditional Performance Reviews Outdated? An Empirical Analysis on Continuous, Real-Time Feedback in the Workplace59 cited
2006Postfeedback development perceptions: Applying the theory of planned behavior53 cited
2016Portraying an employee performance management system based on multi-criteria decision analysis and visual techniques46 cited
2007Understanding acceptance of multisource feedback for management development39 cited
2004Expanding the View of Performance Appraisal by Introducing Social Justice Concerns35 cited
2012Evaluating Leadership Training and Development: A Levels‐of‐Analysis Perspective32 cited
2009A “360” degree view for individual leadership development27 cited
2007Gender differences within 360‐degree managerial performance appraisals26 cited