Manager Attention to Multisource Feedback
Although research on multisource ratings indicates that different rater sources provide different information, little research has investigated how ratees attend to such information. Understanding how ratees attend to feedback information from different rater sources is important because such attent...
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| Main Authors: | , , |
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| Format: | text |
| Language: | English |
| Published: |
Institutional Knowledge at Singapore Management University
2003
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| Subjects: | |
| Online Access: | https://ink.library.smu.edu.sg/lkcsb_research/2136 https://proquest.umi.com/pqdweb/?did=345099411&sid=1&Fmt=2&clientId=44274&RQT=309&VName=PQD |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | Although research on multisource ratings indicates that different rater sources provide different information, little research has investigated how ratees attend to such information. Understanding how ratees attend to feedback information from different rater sources is important because such attention likely impacts subsequent behavior. Using a policy-capturing design, managers (n = 213) completed scenarios in which supervisor, peer, and subordinate ratings were varied across different performance dimensions. Results indicated that ratees attended to all three rater sources, with supervisor ratings being attended to more than peer or subordinate ratings. Further, results indicated a significant interaction between rater source and performance dimension such that some rater sources were attended to more, for certain dimensions, than for others. |
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