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Outline Multisource Feedback Methods Chapter 7, M. London

Outline Multisource Feedback Methods Chapter 7, M. London. Juan I. Sanchez, Ph.D. Dept. of Mgmt. & Int’l Business Florida Int’l University. Multisource Feedback as a Process.

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Outline Multisource Feedback Methods Chapter 7, M. London

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  1. OutlineMultisource Feedback MethodsChapter 7, M. London Juan I. Sanchez, Ph.D. Dept. of Mgmt. & Int’l Business Florida Int’l University

  2. Multisource Feedback as a Process Should be viewed as part of an ongoing performance management and development process, not as a discrete, stand-alone event. Best when used as a support mechanism for gaining input about your performance. “Objective” (standardized) approach to gather others’ opinions. Compare your scores with norms. Examine agreement between and within raters over time ->reflect on your management style in the eyes of multiple stakeholders...

  3. Using Multisource Feedback for Development Should be viewed as part of an ongoing performance management and development process, not as a discrete, stand-alone event. Best when used as a support mechanism for gaining input about your performance. “Objective” (standardized) approach to gather others’ opinions. Compare your scores with norms. Examine agreement between and within raters over time -> healthy reflection about your management style in the eyes of multiple stakeholders...

  4. Using Multisource Feedback for Administrative Decisions Cons… Not keeping results confidential decreases psychological safety while increasing defensiveness (both of which lead to rating distortion). Managers may feel threatened and stressed about having to talk to their supervisor about how others view their performance. It may take time for the organization to develop a culture that supports feedback. Credibility may depend on whether raters have a vested interest in the results (e.g., bonus).

  5. Using Multisource Feedback for Administrative Decisions Pros… Important decisions (e.g., promotion) should be informed by different perspectives (prevents “spotlight ranger” syndrome). Ratings might be less biased than anecdotal info. Using data for decision making increases the likelihood that the process will be taken seriously. Consider use it for development alone first.

  6. Ways to Increase Value of Multisource Ratings Study average rating and variation across raters. Sharing data about distortion in prior ratings (e.g., leniency) can encourage them to avoid these “errors.” Provide hard data on outcomes. Using results for development the first time will create a continuous improvement mindset that recognizes the value of feedback. Newcomers to the organization should be introduced to the process slowly before administrative decisions are made about them. Averaging across raters gets rid of idiosyncratic effects (e.g., rater leniency or severity).

  7. Recommendations for Implementing Multisource Feedback Two or thee rating cycles may be needed to become comfortable with process. Provide training to help managers accept feedback and act on it to improve their performance. Consider online or phone data collection. Allow open-ended comments (of a behavioral nature), including comments about strengths (they increase self-awareness); encourage comments that provide specific behaviors, problem areas, and solutions.

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