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| 001 | 0020914392737 | ||
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| 005 | 20190211170245.0 | ||
| 008 | 100209s2010 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_aHASSAN, Shahidul _938815 |
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| 245 | 1 | 0 |
_aIncongruity in 360-degree feedback ratings and competing managerial values : _bevidence from a public agency settings |
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_aPhiladelphia : _bRoutledge, _cDecember 2009 |
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| 520 | 3 | _aThis 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. | |
| 700 | 1 |
_aROHRBAUGH, John _938816 |
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| 773 | 0 | 8 |
_tInternational Public Management Journal _g12, 4, p. 421-499 _dPhiladelphia : Routledge, December 2009 _xISSN 10967494 _w |
| 942 | _cS | ||
| 998 |
_a20100209 _b1439^b _cDaiane |
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_a20100218 _b1609^b _cCarolina |
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_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c31613 _d31613 |
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| 041 | _aeng | ||