Performance Change of Managers in Two Different Uses of Upward Feedback: A Longitudinal Study in Korea

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Using longitudinal data collected over a seven-year period, we explored the effectiveness of upward feedback programs in changing managerial behaviors over time. We also examined the different impact of upward feedback programs used for two different purposes (developmental vs. administrative) on the performance (i.e. upward ratings) of R&D managers. We found that managers who initially performed poorly showed more performance improvement than those whose initial performance was good. We also found that managers' performance improved more when the upward feedback program was used for administrative purposes than when used for developmental purposes. We noted a significant performance improvement at the time when the purpose of upward feedback program changed from developmental to administrative. Herein, we discuss the practical and theoretical implications of integrating upward feedback programs into standard corporate practice.
Publisher
ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
Issue Date
2012-04
Language
English
Article Type
Article
Citation

INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, v.23, no.20, pp.1 - 19

ISSN
0958-5192
DOI
10.1080/09585192.2012.657000
URI
http://hdl.handle.net/10203/103135
Appears in Collection
MT-Journal Papers(저널논문)
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