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- W2090772466 abstract "ABSTRACT This study examined the sources, patterns, and implications of incongruence in 360-degree feedback ratings in public organizations using the Competing Values Framework for organizational effectiveness. Performance self-ratings from 68 high-performing, middle-level public sector managers, as well as parallel ratings provided by their supervisors, peers, and subordinates, were assembled and analyzed. Results indicated that rating incongruence existed across organizational roles and resulted from raters' unique role perspectives. Implications of incongruence in 360-degree feedback ratings with respect to developing effective systems for management development in public organizations are discussed in detail." @default.
- W2090772466 created "2016-06-24" @default.
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- W2090772466 date "2009-11-04" @default.
- W2090772466 modified "2023-09-27" @default.
- W2090772466 title "Incongruity in 360-Degree Feedback Ratings and Competing Managerial Values: Evidence from a Public Agency Setting" @default.
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- W2090772466 doi "https://doi.org/10.1080/10967490903103375" @default.
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