360° feedback: Accuracy, reactions, and perceptions of usefulness.

By J. Brett, Leanne Atwater. 2001

476 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0d99d70a907caf35d22977d3e493bb611dda862f

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In Experimental and Cognitive Psychology

In Social Psychology

Citations in the corpus

The Relationship Between Leaders’ Personality and Their Reactions to and Use of Multisource Feedback (2005, background): “Brett and Atwater (2001) found that 3600 feedback recipients who received more favorable feedback from their boss and direct reports saw the feedback as more accurate than other recipients.”
The Mediating Role of Appraisal Feedback Reactions on the Relationship Between Rater Feedback-Related Behaviors and Ratee Performance (2010, background): “Classic explanations (Ilgen et al., 1979; Taylor, Fisher, & Ilgen, 1984) posit that employees will react more positively when they receive ratings that are high or higher than expected (Brett & Atwater, 2001).”
An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. (2007, background): “, Brislin, 1990; Lonner, 1990). With this in mind, we asked a member of the Faculty of Human Resource Management at the Tokyo Keizai University who specializes in comparative studies of Japanese and American HRM to select HR policies from Lepak and Snell’s (2002) commitment HR system that he conside”
Self–other agreement in empowering leadership: Relationships with leader effectiveness and subordinates' job satisfaction and turnover intention ☆ (2014, background): “Likewise, Brett and Atwater (2001) reported that lower ratings received by over-estimators resulted in negative reactions such as anger and discouragement.”
Linking Feedback Quality and Goal Orientation to Feedback Seeking and Job Performance (2012, background): “For example, Brett and Atwater (2001) found that the perceived usefulness and accuracy of feedback influences the motivation to accept, seek, and use feedback.”
A motivated action theory account of goal orientation. (2005, background): “For instance, Brett and Atwater (2001) and Yeo and Neal (2004) first describe goal orientation as a mental framework (our fourth definition category) but later focus on the dispositional aspects of goal orientation (our second definition category).”
Employees' Perception of Performance Appraisal System: A Case Study (2012, background): “When individuals receive lower than expected ratings, they respond quite negatively and this may influence their response to developmental activities (Brett & Atwater, 2001).”
Leader development and the dark side of personality. (2011, methodology): “Such feedback represents one of the most widely used and accepted methods of leader development (Brett & Atwater, 2001; Day, 2001).”
The impact of emotional intelligence on accuracy of self‐awareness and leadership performance (2011, unknown): “Research has indicated that managers may choose to ignore the feedback received by subordinates if it is perceived that this feedback is inaccurate, unfair, or much lower than expected (Brett and Atwater, 2001; Facteau and Facteau, 1998; Ilgen et al., 1979; Waldman and Bowen, 1998).”
Blind in one eye: How psychological ownership of ideas affects the types of suggestions people adopt (2012, background): “Similarly, in a study of 360 feedback ratings, Brett and Atwater (2001) showed that people who responded with negative affect to feedback were also more likely to judge it as less useful potentially depressing the ultimate willingness to take this feedback to heart.”
Multisource feedback: Lessons learned and implications for practice (2007, methodology): “Based on earlier research (Brett & Atwater, 2001), we reasoned that if the recipient reacted to the feedback with fewer negative emotions, he or she would use the feedback more constructively.”
Age effects on the employability-career success relationship (2009, background): “The rationale behind this is that different evaluation perspectives add incremental validity to the assessment of individual performance (Brett & Atwater, 2001; Woehr, Sheehan, & Bennett, 2005).”