Abstract thesis Andrea Spriestersbach
Objective of the present study was the investigation of 360°-feedback effectivity and its influencing factors by taking into account different assessment dimensions and feedback sources (supervisors, peers, direct reports and self). To investigate the effectivity of 360°-feedback a longitudinal study with 86 managers of an international organisation was conducted, who received two following administrations of 360°-feedback. Furthermore the performance of 80 managers, who had received 360°-feedback before (experimental group), was compared to the performance of 76 managers, who had not received 360°-feedback before (control group). Neither within the longitudinal study nor between experimental and control group significant performance differences were found. However, considering the influencing factor self-other discrepancy managers, who overrated themselves against the assessment of others, showed significant performance improvements in terms of the feedback at time two of their supervisors and direct reports, whereas managers, who underrated themselves, did not show any changes in performance. Moreover an employee survey among the experimental group indicated significant correlations between overrating and angry reactions as well as rejection of the feedback. Those correlations were not influenced by the feedback source, although the assessment of direct reports was seen as most important feedback source by the feedback recipients. Regarding openness towards 360°-feedback significant correlations were found with the personality dimensions neuroticism and agreeableness.