Collaboration and Self Assessment: How to Combine 360 Assessments to Increase Self-Understanding
Interim rept., Oct 2006-Mar 2007
ARMY RESEARCH INST FOR THE BEHAVIORAL AND SOCIAL SCIENCES ALEXANDRIA VA RESEARCH AND ADVANCED CONCEPTS OFFICE
Pagination or Media Count:
Traditional performance appraisal measures are generally one sided and lack the ability to deliver accurate objective feedback. 360 assessments provide a collaborative tool for professional development utilizing superior, peer, subordinate, and self assessments to create a more balanced circle of feedback. Traditionally self ratings have been found to be less correlated than peer and superior ratings with performance measures. In general, peer and superior ratings are more highly correlated than self and peer, or self and superior. By utilizing an objective measure of tacit leadership knowledge, the TKML, we compared self ratings to peer and superior ratings through a factor score. Given this new measure, correlations with superior and peer ratings were improved. However, subordinate ratings were found to be negligible. Self ratings were found to have a stronger correlation with leadership ability than peer or superior ratings and therefore were found to be the most reliable assessment of leadership ability. Additional regressions combining the 360 ratings yielded the strongest correlations with the TKML. Self appraisals should draw on our knowledge of ourselves and the perspectives that others provide for us.
- Personnel Management and Labor Relations
- Military Forces and Organizations