Incongruity in 360-degree feedback ratings and competing managerial values : evidence from a public agency settings
By: HASSAN, Shahidul
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Contributor(s): ROHRBAUGH, John.
Material type: 
ArticlePublisher: Philadelphia : Routledge, December 2009International Public Management Journal 12, 4, p. 421-499Abstract: 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.
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.
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