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A new look at within-source interrater reliability of 360-degree feedback ratings.
15 references·16 citing·46 second hop
A new look at within-source interrater reliability of 360-degree feedback ratings. (1998)A new look at within-source interrater re…Psychometric Properties of Multisource Performance Ratings: A meta-Analysis of Subordinate, Supervisor, Peer, and Self-Ratings (1997)Psychometric Properties of Mu…Advancing the State of the Art of 360-Degree Feedback (1997)Advancing the State of the Ar…Accountability (1997)AccountabilityThe 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…Attitudes of first‐line supervisors toward subordinate appraisals (1993)Attitudes of first‐line super…Generalizability theory: a primer (1992)Generalizability theory: a pr…Elements of Generalizability Theory (1992)Elements of Generalizability …Interrater reliability of job performance ratings: Growth to asymptote level with increasing opportunity to observe. (1990)Interrater reliability of job…A role set analysis of managerial reputation (1984)A role set analysis of manage…Performance appraisal decisions as a function of rater training and purpose of the appraisal. (1982)Performance appraisal decisio…Review of Psychometric theory (2nd ed.). (1979)Review of Psychometric theory…Recovery of Inter-Block Information when Block Sizes are Unequal (1971)Recovery of Inter-Block Infor…Frogs in boiling water: a moderated-mediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors (2021)Frogs in boiling water: a mod…The malevolent side of organizational identification: unraveling the impact of psychological entitlement and manipulative personality on unethical work behaviors (2019)The malevolent side of organi…Observer ratings of instructional quality: Do they fulfill what they promise? (2012)Observer ratings of instructi…The value of virtue in the upper echelons: A multisource examination of executive character strengths and performance (2011)The value of virtue in the up…Rating leniency and halo in multisource feedback ratings: Testing cultural assumptions of power distance and individualism-collectivism. (2011)Rating leniency and halo in m…Performance management effectiveness: practices or context? (2011)Performance management effect…Empathic emotion and leadership performance: An empirical analysis across 38 countries (2011)Empathic emotion and leadersh…Improving the Effectiveness of Students in Groups With a Centralized Peer Evaluation System (2010)Improving the Effectiveness o…Are cultural characteristics associated with the relationship between self and others’ ratings of leadership? (2009)Are cultural characteristics …Ill-structured measurement designs in organizational research: Implications for estimating interrater reliability. (2008)Ill-structured measurement de…Easing the Inferential Leap in Competency Modelling: The Effects of Task‐related Information and Subject Matter Expertise* (2004)Easing the Inferential Leap i…A FIELD STUDY OF THE EFFECTS OF RATING PURPOSE ON THE QUALITY OF MULTISOURCE RATINGS (2003)A FIELD STUDY OF THE EFFECTS …Goal congruence in project teams: Does the fit between members' personal mastery and performance goals matter? (2001)Goal congruence in project te…360 Feedback from Another Angle (2001)360 Feedback from Another Ang…Which leadership roles matter to whom? an examination of rater effects on perceptions of effectiveness (2000)Which leadership roles matter…INTERRATER CORRELATIONS DO NOT ESTIMATE THE RELIABILITY OF JOB PERFORMANCE RATINGS (2000)INTERRATER CORRELATIONS DO NO…Employee reactions to job characteristics. (1971)Organizational citizenship behavior: Its nature and antecedents. (1983)Validity and utility of alternative predictors of job performance. 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this work references cited by second hop

References

  • 1979Review of Psychometric theory (2nd ed.).11,425 cited
  • 1996The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory.5,875 cited
  • 1971Recovery of Inter-Block Information when Block Sizes are Unequal4,069 cited
  • 1992Generalizability theory: a primer1,298 cited
  • 1996Comparative analysis of the reliability of job performance ratings.771 cited
  • 1992Elements of Generalizability Theory599 cited
  • 1995CAN MULTI‐SOURCE FEEDBACK CHANGE PERCEPTIONS OF GOAL ACCOMPLISHMENT, SELF‐EVALUATIONS, AND PERFORMANCE‐RELATED OUTCOMES? THEORY‐BASED APPLICATIONS AND DIRECTIONS FOR RESEARCH482 cited
  • 1997Psychometric Properties of Multisource Performance Ratings: A meta-Analysis of Subordinate, Supervisor, Peer, and Self-Ratings469 cited
  • 1984A role set analysis of managerial reputation351 cited
  • 1993The impact of 360‐degree feedback on management skills development261 cited
  • 1990Interrater reliability of job performance ratings: Growth to asymptote level with increasing opportunity to observe.221 cited
  • 1997Advancing the State of the Art of 360-Degree Feedback156 cited
  • 1982Performance appraisal decisions as a function of rater training and purpose of the appraisal.140 cited
  • 1997Accountability129 cited

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  • 1993Attitudes of first‐line supervisors toward subordinate appraisals84 cited
  • Cited by

    • 2001Goal congruence in project teams: Does the fit between members' personal mastery and performance goals matter?278 cited
    • 2000INTERRATER CORRELATIONS DO NOT ESTIMATE THE RELIABILITY OF JOB PERFORMANCE RATINGS183 cited
    • 2009Are cultural characteristics associated with the relationship between self and others’ ratings of leadership?148 cited
    • 2011The value of virtue in the upper echelons: A multisource examination of executive character strengths and performance135 cited
    • 2010Improving the Effectiveness of Students in Groups With a Centralized Peer Evaluation System133 cited
    • 2021Frogs in boiling water: a moderated-mediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors132 cited
    • 2011Performance management effectiveness: practices or context?127 cited
    • 2011Empathic emotion and leadership performance: An empirical analysis across 38 countries119 cited
    • 2019The malevolent side of organizational identification: unraveling the impact of psychological entitlement and manipulative personality on unethical work behaviors117 cited
    • 2004Easing the Inferential Leap in Competency Modelling: The Effects of Task‐related Information and Subject Matter Expertise*117 cited
    • 2011Rating leniency and halo in multisource feedback ratings: Testing cultural assumptions of power distance and individualism-collectivism.113 cited
    • 2008Ill-structured measurement designs in organizational research: Implications for estimating interrater reliability.108 cited
    • 2012Observer ratings of instructional quality: Do they fulfill what they promise?107 cited
    • 2000Which leadership roles matter to whom? an examination of rater effects on perceptions of effectiveness101 cited
    • 2003A FIELD STUDY OF THE EFFECTS OF RATING PURPOSE ON THE QUALITY OF MULTISOURCE RATINGS91 cited
    • 2001360 Feedback from Another Angle89 cited