The implications of research on gender differences in self‐assessment and 360 degree appraisal

Fletcher, Christopher W.

doi:10.1111/j.1748-8583.1999.tb00187.x

Cited by 57 publications

(51 citation statements)

References 31 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…If this is the case then at least their efforts are being recognised through the 360-degree appraisal system in the case company (Fletcher, 1999). An alternative explanation is provided by the 'gender contrast' effect (Heilman et al, 1988) where the over-rating of females performing roles perceived as male-oriented, such as management, is evidenced.…”

Section: Discussionmentioning

confidence: 99%

“…A relatively recent development in the performance appraisal arena has been the increasing adoption by organisations of multi-rater feedback or 360-degree appraisal systems (Fletcher, 1999;McCarthy and Garavan, 2001). One of the reasons for its growing popularity is its perceived potential for generating more The majority of 360-degree systems include feedback from peers, subordinates, supervisors and self-ratings.…”

Section: -Degree Appraisalmentioning

confidence: 99%

“…A relatively recent development in the performance appraisal arena has been the increasing adoption by organisations of multi-rater feedback or 360-degree appraisal systems (Fletcher, 1999;McCarthy and Garavan, 2001). One of the reasons for its growing popularity is its perceived potential for generating more objective assessments of employee performance (Atwater, Waldman and Brett, 2002;Boice and Kleiner, 1997) particularly when compared to the constraints of one-way feedback that characterises organisational practice (Garavan, Morley and Flynn, 1997).…”

Section: -Degree Appraisalmentioning

confidence: 99%

See 2 more Smart Citations

Gender differences within 360‐degree managerial performance appraisals

Millmore

Biggs

Morse³

2007

Women in Management Review

View full text Add to dashboard Cite

DisclaimerThe University of Gloucestershire has obtained warranties from all depositors as to their title in the material deposited and as to their right to deposit such material.The University of Gloucestershire makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited.The University of Gloucestershire makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights.The University of Gloucestershire accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement. PLEASE SCROLL DOWN FOR TEXT.This is a peer-reviewed, post-print (final draft post-refereeing) version of the following published document:Millmore, Mike and Biggs, David M. and Morse, Laura (2007). Gender differences within 360-degree managerial performance appraisals. Women in Management Review, 22 (7), 536-551.Published in Women in Management Review, and available online at:http://www.emeraldinsight.com/doi/full/10.1108/09649420710825715We recommend you cite the published (post-print) version.The URL for the published version is http://dx.doi.org/10.1108/09649420710825715 DisclaimerThe University of Gloucestershire has obtained warranties from all depositors as to their title in the material deposited and as to their right to deposit such material.The University of Gloucestershire makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited.The University of Gloucestershire makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights.The University of Gloucestershire accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement. PLEASE SCROLL DOWN FOR TEXT. Gender differences within Abstract Purpose of this paperThe study examines the impact of gender on the performance assessments of managers arising from the 360-degree scheme operated within the UK headquarters of a large multi-international financial services organisation. Design/methodology/approachA questionnaire approach was used to collect data on 66 managers (33 males and 33 females) against 4 broad capabilities on the 360-degree appraisal system. Data was gathered on each of the 66 managers from eight different sources including the individual being appraised, three of their peers, three of their direct reports (subordinates) and their manager (supervisor). FindingsPerformance ratings were either gender neutral or higher for female than for male managers. Within the case ...

show abstract

Section: Discussionmentioning

confidence: 99%

Section: -Degree Appraisalmentioning

confidence: 99%

“…A relatively recent development in the performance appraisal arena has been the increasing adoption by organisations of multi-rater feedback or 360-degree appraisal systems (Fletcher, 1999;McCarthy and Garavan, 2001). One of the reasons for its growing popularity is its perceived potential for generating more objective assessments of employee performance (Atwater, Waldman and Brett, 2002;Boice and Kleiner, 1997) particularly when compared to the constraints of one-way feedback that characterises organisational practice (Garavan, Morley and Flynn, 1997).…”

Section: -Degree Appraisalmentioning

confidence: 99%

See 1 more Smart Citation

Gender differences within 360‐degree managerial performance appraisals

Millmore

Biggs

Morse³

2007

Women in Management Review

View full text Add to dashboard Cite

show abstract

“…This means that in order to break such a pattern, it is necessary to find methods of "unconditioning the mind" -of displacing the cold water with warm and further at a greater speed than that with which it was originally built up. Research consistently shows that women score lower on self-efficacy than men Carter et al 1997;Fletcher 1999;Neergaard and Eythórsdóttir 2008). This indicates that girls are conditioned in a different way and that women make choices based on different experiences to men.…”

Section: Somatic Markers and Self-efficacymentioning

confidence: 93%

Self-Efficacy: Conditioning the Entrepreneurial Mindset

Mauer

Neergaard

Linstad³

2009

International Studies in Entrepreneurship

View full text Add to dashboard Cite

“…In the literature, the validity of self-reported behaviour has been debated (Fletcher, 1999;Lindeman, Sundvik and Rouhiainen, 1995;van Esch, 2009), in addition; some members of the target audience may attempt to tell an interviewer what they want to hear even though there is little incentive for a participant to falsify information. However, Kaiser et al (2003) suggests there is research evidence that indicates self-reporting can provide valid information on an individual's ecological behaviours.…”

Section: Surveys and Self-reportingmentioning

confidence: 99%

The Dimensions of Religion as Underpinning Constructs for Mass Media Social Marketing Campaigns: An Emerging Concept

Esch¹,

Esch²,

Cowley³

2013

IJMS

View full text Add to dashboard Cite

The purpose of this review is to consider the underlying concepts and related issues that have been proposed in the literature of the potential relationship to use the dimensions of religion as constructs for mass media social marketing campaigns. The literature appears divided as to whether: (1) an individual's attitude changes and then their behaviour or (2) behaviour and then attitude, as a result of mass media social marketing campaigns. Whilst the seven dimensions of religion help characterise the constructs and under-pinning themes of religion(s) and their existence in the world today, there does not appear to be a definitive approach to the way we professionally practice, capitalise, use, create or evaluate mass media social marketing campaigns. Whilst both concepts have received and continue to receive growing attention in the literature, further clarification and understanding can only be sought via questions surrounding the emerging concept, which will further assist in distilling the information and possibly provide a new beginning for the study of the concept as well as providing guidance for professional practice.

show abstract

The implications of research on gender differences in self‐assessment and 360 degree appraisal

Cited by 57 publications

References 31 publications

Gender differences within 360‐degree managerial performance appraisals

Gender differences within 360‐degree managerial performance appraisals

Self-Efficacy: Conditioning the Entrepreneurial Mindset

The Dimensions of Religion as Underpinning Constructs for Mass Media Social Marketing Campaigns: An Emerging Concept

Contact Info

Product

Resources

About