Predictors of attitudes toward a 360‐degree feedback system and involvement in post‐feedback management development activity

By Todd J. Maurer, D. Mitchell, Francisco G. Barbeite. 2002

179 citations recorded by the source corpus.

Subfields: Education, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/65a665f4751154db56a2dbed53cb6dd7453b5f00

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Education

1. Kimberly E. O'Brien
2. A. V. Vianen
3. T. Judge
4. Tammy D. Allen
5. Michael Lippstreu
6. Eva Kyndt
7. Ernest H. O’Boyle
8. Herman Baert

In Gender Studies

1. T. Judge
2. Tammy D. Allen
3. Kimberly E. O'Brien
4. Michael Lippstreu
5. Ernest H. O’Boyle
6. Eva Kyndt
7. A. V. Vianen
8. Todd J. Maurer

In Organizational Behavior and Human Resource Management

1. T. Judge
2. Kimberly E. O'Brien
3. Tammy D. Allen
4. A. V. Vianen
5. Michael Lippstreu
6. J. Pollack
7. Leanne Atwater
8. Ernest H. O’Boyle

Citations in the corpus

• Pygmalion and Employee Learning: The Role of Leader Behaviors (2009, methodology): “Eight relevant developmental activities were derived from previous studies (Birdi et al., 1997; Maurer et al., 2002; Maurer & Tarulli, 1996; Maurer et al., 2003; Noe & Wilk, 1993).”
• Formal Mentoring Programs and Organizational Attraction. (2006, methodology): “Individuals with high self-efficacy for development believe they are capable of developing and improving their skills (Maurer, 2001; Maurer et al., 2002).”
• Multisource feedback: Lessons learned and implications for practice (2007, background): “Feedback recipients who perceived support from coworkers and supervisors for development-related activities reported more positive attitudes toward the feedback system and were involved in more on- and off-thejob development activities after the receipt of MSF (Maurer et al., 2002).”
• Aging and training and development willingness: employee and supervisor mindsets (2011, background): “Research has shown that supervisor support related to employees’ training attitudes and developmental activities (Maurer et al., 2002; Noe & Wilk, 1993).”
• Antecedents of Employees’ Involvement in Work-Related Learning (2013, background): “Maurer et al. (2002) added that the availability of development resources (learning materials and time) related positively to on-the-job learning.”
• Transfer of Training: A Review and New Insights (2008, unknown): “Despite perceived self-efficacy being treated as a robust motivational variable (Bell and Kozlowski 2002; Cheng 2000; Gist et al. 1989; Holton et al. 2000; Mathieu et al. 1993; Maurer et al. 2002; Morin and Latham 2000; Wood et al. 2000), other personality trait control conceptions, such as perceive”
• Learning orientation, organizational commitment and talent retention across generations (2008, background): “Development activities consist of a number of learning opportunities that may be organized along different dimensions (Maurer et al., 2002).”
• Researching the Trainability of Transformational Organizational Leadership (2005, background): “Maurer et al. (2002) pointed out that the developmental feedback provided by these interventions is maximally useful if feedback recipients not only react to the intervention with favourable attitudes, but also respond to the feedback by pursuing constructive developmental activities designed to…”
• Mind-sets matter: a meta-analytic review of implicit theories and self-regulation. (2013, result): “theories and negative affect and the positive link between incremental theories and expectations (e.g., Burnette, 2010; Maurer et al., 2002; Tabernero & Wood, 1999; Wang & Biddle, 2003), others report null results (e.”