360° feedback system effectiveness: Test of a model in a field setting

Abstract

Multi-source feedback systems have been implemented in many organizations as a tool to enhance management development efforts. Interestingly, compared to the number of systems in place, the amount of empirical work conducted to support the use of these systems is scarce. The current field study proposed and tested a model with managers which examined the relationships between multi-source feedback rating consistency, individual attitudes (e.g., system reactions, self-efficacy, and perceived situational constraints), and developmental behavior. The findings suggested that perceived system knowledge and experience with the system are particularly important variables in the model. In addition, it appears that the consistency between self and subordinate feedback is particularly important in influencing managers' attitudes and reactions. Results of this study suggest that this model may be a useful way to organize research which examines the outcomes and efficacy of multi-source feedback systems.