Multisource assessment programs in organizations: An insider's perspective

Abstract

Abstract This study is an overview of multisource assessment (MSA) practices in organizations. As a performance evaluation process, MSA can take various forms and can be complex for an organization to use. Although the literature on MSA is extensive, little information exists on how these programs are perceived by the individuals responsible for their implementation and maintenance. The purpose of this study was twofold: to describe the current MSA practices used in organizations and to assess the issues associated with implementation and management of these practices from the perspective of the individual responsible for managing an MSA program. One hundred one companies located in Canada were surveyed for the study; almost half of these organizations (43 percent) were using MSA. Interviews of managers responsible for MSA in various organizations and some archival data on these organizations were the main source of data for the study. The study revealed that the use of MSA differs widely from one company to another. In addition, results show that, once implemented, MSA requires a number of adjustments. The source of these adjustments centered on employee resistance, lack of strategic purpose for MSA, poor design of the instrument, and problems with the technology used to support MSA. These results are discussed and a proposed research agenda is outlined.

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