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The practice and theory of multirater feedback evaluations in public sector management.

机译:公共部门管理中多评分者反馈评估的实践和理论。

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摘要

Purpose. Organizations are changing and so are the skills needed to manage in them effectively. Downsizing, merging, and reengineering, have increased the need to identify the behavioral process through which occupational effectiveness actually occurs in work settings. This research analyzed the use of the META 360-degree feedback evaluation as a significant metric in measuring manager competency in the public sector.; Theoretical framework. Attribution Theory research is linked to META 360 (multi-rater feedback evaluations), behavioral change, and occupational outcomes. Public sector managers operate within three distinct environments (1) organization, (2) team, and (3) personal. Distinct competencies within these three realms can determine manager effectiveness in the workplace.; Methodology. Qualitative and quantitative research includes secondary data from pretest and posttest psychometric employee evaluations, employee survey, and employee interview from human resource personnel on political and administrative views of META 360. A multi-source analysis combines research questions, literature review, research model, attribution theory, and practitioner expertise. Parametric testing of twelve independent variables was confirmed by using a Hotelling's “T” and Cronbach's Alpha.; Findings. Managerial effectiveness improved over a two-year period. The findings for overall composite gain scores was significant (p .05). Five competencies improved at significant levels: external awareness, HR management, financial/material, communication, and interpersonal skill.; Conclusions and recommendations. Multi-rater feedback evaluation (META 360) is a tool to provide specific employee feedback from supervisors, peers, and subordinates that are measured against one's (self) own perceptions. This feedback forms the basis for behavioral change and in this case, made a difference in occupational outcomes. Recommendations for future research include: perfecting evaluation tools, expansion of evaluation tools to other agencies and peer networking opportunities.
机译:目的。组织正在发生变化,有效管理这些组织所需的技能也在不断变化。小型化,合并和重新设计增加了识别行为过程的需求,通过该行为过程,在工作场所中实际上会产生职业效力。这项研究分析了META 360度反馈评估作为衡量公共部门经理能力的重要指标。 理论框架。归因理论研究与META 360(多评分者反馈评估),行为改变和职业成果相关。公共部门经理在三个不同的环境中运作(1)组织,(2)团队和(3)个人。这三个领域的不同能力可以决定经理在工作场所的效率。 方法论。定性和定量研究包括来自测验前和测验后的心理测评员工的二级数据,员工调查以及人力资源人员对META 360的政治和行政观点进行的员工访谈。多源分析结合了研究问题,文献综述,研究模型,归因理论和从业经验。使用Hotelling的“ T”和Cronbach的Alpha确认了对12个独立变量的参数测试。 发现。在两年的时间里,管理效率有所提高。总体综合增益得分的发现很显着(p <.05)。五项能力得到了显着提高:外部意识,人力资源管理,财务/物质,沟通和人际交往能力; 结论和建议。多评分者反馈评估(META 360)是一种工具,可根据上级(自己)的感知从主管,同级和下属提供特定的员工反馈。这种反馈构成了行为改变的基础,在这种情况下,改变了职业结局。对未来研究的建议包括:完善评估工具,将评估工具扩展到其他机构,以及同行的交流机会。

著录项

  • 作者

    Adamik, Robert J.;

  • 作者单位

    University of La Verne.;

  • 授予单位 University of La Verne.;
  • 学科 Business Administration Management.; Psychology Industrial.; Political Science Public Administration.
  • 学位 D.P.A.
  • 年度 2003
  • 页码 154 p.
  • 总页数 154
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 贸易经济;工业心理学;政治理论;
  • 关键词

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