Understanding acceptance of multisource feedback for management development
| Pages | 903-917 |
| Published date | 25 September 2007 |
| Date | 25 September 2007 |
| DOI | https://doi.org/10.1108/00483480710822427 |
| Author | Alma M. McCarthy,Thomas N. Garavan |
| Subject Matter | HR & organizational behaviour |
Understanding acceptance of
multisource feedback for
management development
Alma M. McCarthy
Department of Management, J.E. Cairnes Graduate School of Business & Public
Policy, National University of Ireland, Galway, Ireland, and
Thomas N. Garavan
Department of Personnel and Employment Relations, Kemmy Business School,
University of Limerick, Limerick, Ireland
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.
Keywords 360-degree feedback,Management development, Leadership development,
Performancemanagement, Perception
Paper type Research paper
Introduction
Effective leadership is a central goal for many organisations (Collins and Holton, 2004;
Day, 2000). Increasingly, organisations are committed to developing managers’ skills
and competencies and there is evidence that leadership development budgets will
continue to grow considerably in the new millennium (Nikolaou et al., 2006).
Organisations are also looking for more innovative approaches to leadership
development. One of the most significant developments in the field of leadership
development in recent years is the use of 360-degree (or multisource/multirater)
feedback. Seifert et al. (2003) define multisource feedback (MSF) as a programme where
managers receive information about how they are perceived by groups with whom
they interact with regularly. The feedback is usually provided in written report format
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0048-3486.htm
The authors kindly acknowledge funding received from the Irish Research Council for the
Humanities and Social Sciences (IRCHSS) to undertake this research.
Acceptance of
multisource
feedback
903
Received December 2005
Revised June 2006
Accepted October 2006
Personnel Review
Vol. 36 No. 6, 2007
pp. 903-917
qEmerald Group Publishing Limited
0048-3486
DOI 10.1108/00483480710822427
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