一、中文文獻
1.王榮春、孫敏華,「360度回饋評量制度對軍事院學生才能評估與發展的應用-以某軍事院校學生部學生為例」,復興崗學報,第77期,頁23-52,民國92年。2.王怡舜,「數位產品網路行銷之顧客資訊滿意度衡量模式」,國立政治大學資訊管理學研究所碩士論文,民國93年。3.王瑞申,「關係品質、組織承諾與知識分享意願之關係研究」,義守大學管理科學研究所碩士論文,民國93年。4.李重陽,「工作生活品質及社會支持對台商大陸籍員工忠誠度影響之研究」,大葉大學國際企業管理研究所碩士論文,民國94年。5.李京燁,「人格特質與工作特性對工作績效影響之研究─以金酒公司為例」,萬能科技大學經營管理研究所碩士論文,民國93年。6.李俊杰,「組織生涯管理、員工個人生涯規劃、人格特質與工作滿意度之關聯研究」,國立成功大學工業管理科學研究所碩士論文,民國93年。7.沈介文、徐明儀、陳銘嘉,「當代人力資源管理」,三民書局股份有限公司,民國93年。
8.吳朝森,「整合社會交換理論與社會認知理論探討團隊成員之知識分享」,崑山科技大學企業管理研究所碩士論文,民國93年。9.林琪蓉,「從員工認知的觀點來探討360度回饋模式在臺北市政府可行性之研究」,國立政治大學行政管理研究所碩士論文,民國93年。10.林慧洙,「360度回饋與行為改變意圖相關因素之研究-以台灣中部金融服務業主管為例」,國立彰化師範大學商業教育學研究所碩士論文,民國93年。11.林鉦棽、蕭淑月,「社會支持、信任、關係品質與組織知識分享行為之關係研究」,商管科技季刊,第六卷,第三期,,民國94年。12.林鉦棽、蕭淑月、何慧清,「社會交換理論觀點下組織支持、組織知識分享行為與組織公民行為相關因素之研究:以信任與關係為分析切入點」,人力資源管理學報,第一卷第一期,頁77-110,民國94年。13.林鉦棽、蔡明慶,「社會交換系統與組織控制系統對組織公民行為之影響」,亞太社會科技學報,第三卷,第一期,頁1-26,民國91年。14.林敬偉,「旅行團領隊應用印象管理策略之研究」,南台科技大學休閒事業管理研究所碩士論文,民國94年。15.周敏聰,「企業導入360度績效評量之研究—以C公司為例」,元智大學管理學研究所碩士論文,民國94年。16.周錦梅,「航空公司營業部人員知識學習與工作表現之關聯性研究」,世新大學觀光學研究所碩士論文,民國93年。17.邱月琴,「國民中學教師多元績效評估制度之研究」,國立政治大學公共行政學研究所碩士論文,民國91年。18.邱天欣,「績效管理立即上手」,美商麥格羅∙希爾國際股份有限公司 台灣分公司,民國91年。
19.范傑倫,「360度回饋與績效改善之縱貫性實證研究」,國立政治大學心理學研究所碩士論文,民國90年。20.侯月英,「知覺績效評估公平性之衡量模式」,國立彰化師範大學商業教育學研究所碩士論文,民國93年。21.胡聖慧,「部屬對主管之人際交換關係與組織文化對部屬溝通滿意度之影響」,大同大學事業經營研究所碩士論文,民國92年。22.胡瑋珊,「人力資源管理」,台灣培生教育出版股份有限公司,民國94年。
23.段裕斌,「組織支持、領導—成員交換關係對組織公民行為與組織承諾之影響 — 全職、部分工時餐飲服務人員之比較」,世新大學觀光學研究所碩士論文,民國93年。24.紀原欽,「人力資源專業人員對專業才能評鑑多源回饋之態度影響因素探討-以電子業為例」,國立中央大學企業管理研究所碩士論文,民國90年。25.莊立民、陳永承,「人力資源管理」,台灣培生教育出版股份有限公司,民國94年。
26.倪慧心,「多源回饋系統促進員工行為發展之性格及認知因素之探討」,東吳大學企業管理研究所碩士論文,民國91年。27.陳夢芝,「領導風格、部屬情緒智力與領導效能之關係-以某連鎖咖啡業為例」,淡江大學管理科學研究所碩士論文,民國94年。28.陳炫璋,「轉換成本與合作意圖 ─ 社會交換理論與交易成本理論的觀點」,東海大學企業管理研究所碩士論文,民國91年。29.陳逸葦,「組織信任、工作價值觀與組織承諾之關係研究」,國立台灣科技大學企業管理研究所碩士論文,民國93年。30.陳素子,「從自我效能與工作控制的觀點探討情緒智力與組織承諾影響關係之研究」,國防管理學院資源管理研究所碩士論文,民國92年。31.陳弘育,「團隊內衝突與團隊效能:成員信任與成員關係之調節效果」,元智大學企業管理研究所碩士論文,民國92年。32.許朝欽,「大型多人線上角色扮演遊戲中個人化服務設計之探討」,元智大學資訊傳播學研究所碩士論文,民國89年。33.許世雨,「人力資源管理」,五南圖書出版股份有限公司,民國93年。
34.張裕隆、劉岡憬,「360度回饋與傳統上司評鑑對領導效能預測力之比較」,應用心理研究,第十期,頁167-197,民國90年。35.葉益昌,「全員品質管理與360度回饋知覺、滿意、行為改變、與績效提升之實證研究」,國立政治大學心理學研究所碩士論文,民國90年。36.陶育華,「空服員組織支持認知與組織公民行為關係之研究-以組織自尊為中介變項」,中國文化大學觀光事業研究所碩士論文,民國93年。37.廖國峰、陳素子,「領導者情緒智力對領導效能、部屬合作行為與組織承諾影響關係之研究」,人力資源管理學報,第三卷,第四期,頁1-24,民國92年。
38.張文華,「基層行政人員組織信任之研究─以台北市區公所為例」,國立政治大學公共行政研究所碩士論文,民國91年。39.黃致凱,「組織創新氣候知覺、個人創新行為、自我效能知覺與問題解決型態關係之研究 ─ 以銀行業為研究對象」,國立中山大學人力資源管理研究所碩士論文,民國93年。40.黃英忠、吳復新、趙必孝,「人力資源管理」,國立空中大學,民國94年。
41.蔡耀坤,「我國警察分局長管理才能評鑑之研究--360度回饋法之運用」,中央警察大學行政警察研究所碩士論文,民國91年。42.蔡居隆,「領導成員交換關係、主管評價與利主管行為之研究」,東吳大學企業管理研究所碩士論文,民國91年。
43.蔡慶堂,「主管管理才能評鑑360度回饋對受評者態度之影響因素探討─以在臺某外商化工廠為例」,國立中央大學管理學研究所碩士論文,民國92年。44.楊雲惠,「心理契約破壞與組織信任之相關性研究-以中華電信高雄營運處為例」,樹德科技大學經營管理研究所碩士論文,民國94年。45.楊秋虹,「工作動機、領導者與成員交換理論、成員間交換理論與工作態度之相關研究」,龍華科技大學商學與管理研究所碩士論文,民國93年。46.鄭國權,「保險業務人員人格五因素及人際關係特徵與績效表現關係之研究-以美商宏利人壽為例」,大葉大學國際企業管理學研究所碩士論文,民國94年。47.劉麗華,「360度主管管理才能評鑑360度回饋對受評者態度之影響」,國立中央大學人力資源管理研究所碩士論文,民國89年。48.賴玉珠,「壽險業業務人員核心職能、人格特質與組織承諾關聯性之研究 —以M公司為例」,元智大學管理學研究所碩士論文,民國94年。49.鍾蕙如,「主管-部屬交換品質、工作角色認知與工作負荷量對員工績效之影響」,國立東華大學企業管理研究所碩士論文,民國92年。50.蘇文郁,「人格特質、印象管理與組織公民行為關係之探討」,國立中山大學人力資源管理研究所碩士論文,民國93年。51.嚴秀茹、徐坤裕,「自我概念相關需求、認知與情感反應在多源績效回饋影響過程中之角色探討」,人力資源管理學報, 第一卷第一期,頁91-117,民國90年。二、英文文獻
1.Adamik, Robert J, “The practice and theory of multirater feedback evaluations in public sector management,” University of La Verne, 2003, 154 pages.
2.Anonymous, “Feedback, feedback everywhere—but how effective is the 360-degree approach?” Training Strategies for Tomorrow, 2002,16(6):19-33.
3.Antonioni, David, “360-degree feedback for a competitive edge,” Industrial Management, 2000,42(3):6-21.
4.Antonioni, David & Heejoon Park, “The relationship between rater affect and three sources of 360-degree feedback ratings,” Journal of Management, 2001, 27(1):479-499.
5.Atkins, Paul W & Robert E Wood, “Self-versus others’ ratings as predictors of assessment center ratings: validation evidence for 360-degree feedback programs,” Personnel Psychology, 2002, 55(4):871-903.
6.Atwater, Leanne E & Joan F Brett, “Antecedents and consequences of reactions to developmental 360 degree feedback,” Journal of Vocational Behavior, 2003, 66(1): 532-548.
7.Atwater, Leanne E, David A Waldman & Joan F Brett, “Understanding and optimizing multisource feedback,” Human Resource Management, 2002, 41(2): 193-208.
8.Bailey, Caroline & Clive Fletcher, “The impact of multiple source feedback on management development findings from a longitudinal study,” Journal of Organizational Behavior, 2002,23(7):853-867.
9.Bailey, Caroline & Michelle Austin, “360 degree feedback and developmental outcomes: the role of feedback characteristics, self-efficacy and importance of feedback dimensions to focal manager’s current role,” International Journal of Selection and Assessment, 2006, 14(1):51-74.
10.Bandura, “Self-efficacy: toward a unifying theory of behavior change,” Psychological review, 1999, 17(2):191-215.
11.Barnes, Rosemary, “360-degree performance reviews can help solve middle-management problems,” Knight Rider Tribune Business News Washington, 2005, 13(1): 1-8.
12.Barr, Michael A & Nambury S Raju, “IRT-based assessments of rater effects in multiple-source feedback instruments,” Organizational Research Methods, 2003, 16(1):15-43.
13.Barrick, Murray R & Michael K Mount, “Effects of impression management and self-deception on the predictive validity of personality constructs,” Journal of Applied Psychology, 2001, 81(3):.261-288.
14.Bartram, Dave, “Assessment in organizations,” International Association for Applied Psychology, 2004,53(2):237-259.
15.Bates, Reid, “Liking and similarity as predictors of multi-source ratings,” Personnel Review, 2002,31(6):540-557.
16.Baumann, Lauren Beth, “An investigation of factors relating to managerial performance improvement in response to 360-degree feedback,” The University of Tennessess, 2000, 12(3): 63-85.
17.Becton, J Bret & Mike Schraeder, “Participant input into rater selection: potential effects on the quality and acceptance of ratings in the context of 360-degree feedback,” Public Personnel Management, 2004, 33(1):23-37.
18.Bewley, Marsha Lynn, “Examing a model of rate accountability within a multi-source feedback system,” University of Georgia, 2002, 140 pages.
19.Beehr, Terry A, Lana Ivanitskaya, Curtiss P Hansen, Dmitry Erofeev & David M Grdanowski, “Evaluation of 360 degree feedback ratings: relationships with each other and with performance and selection predictors,” Journal of Organizational Behavior, 2001, 22(7):775-788.
20.Berr, Seth A, Allan H Church & Janine Waclawski, “The right relationship is everything: linking personality preferences to managerial behaviors”, Human Resource Development, 2000, 11(2):133-157.
21.Bolino, Mark C, Jose A Varela, Belen Bande & William H Turnley, “The impact of impression-management tactics on supervisor ratings of organizational citizenship behavior,” Journal of Organizational Behaviour, 2006, 10(8):379-410.
22.Bono, Joyce E & Amy E Colbert, “Understanding responses to multi-source feedback: the role of core self-evaluations,” Personnel Psychology, 2005,58(1):171-201.
23.Bracken, David W, Carol W Timmreck, John W Fleenor & Lynn Summers, “360 feedback from anther angle,” Human Resource Management,2001, 40(1): 3-26.
24.Bradley, Thomas P, Jeff M Allen, Scott Hamilton & Scott K Filgo, “Leadership perception: analysis of 360-degree feedback,” Performance Improvement Quarterly, 2006,19(1):7-24.
25.Brett, Joan F & Leanne E Atwater, “360 degree feedback: accuracy, reactions, and perceptions of useless,” Journal of Applied Psychology, 2001, 86(5):930-952.
26.Brimberg, J, N Mladenvic & S Salhi, “The multi-source appraisal problems with constant opening cost,” Journal of Managerial Psychology, 2004, 20(1):16-35.
27.Burtus, Stephane & Mehrdad Derayeh, “Multisource assessment programs in organizations: an insider’s perspective,” Human Resource Development Quarterly, 2002, 13(2): pp.187-202.
28.Burtus, Stephane & John W Fleenor, “Does 360-degree feedback work in different industries? A between-industry comparison of the reliability and validity of multi-source performance ratings,” Journal of Management, 2002,17(3):177-192.
29.Burtus, Stephane, Manuel London & Jennifer Martineau, “The impact of 360-degree feedback on planning for career development,” Journal of Management, 2003,18(8):676-693.
30.Buttner, Holly E, Nur Gryskiewicz & Suzanne C Hidore “The relationship between styles of creativity and managerial skills assessment,” British Journal of Management, 2001,10(2):228-238.
31.Cacioppe, Ron & Simon Albrecht, “Using 360 feedback and the integral model to develop leadership and management skills,” Leadership & Organization Development, 2000,21(8):394-441.
32.Chappelow, Craig, “360-degree feedback is alive and well,” Leadership In Action, 2003, 23(2):22-4.
33.Caplan, Janice, “360 degree feedback for performance appraisal,” Training & Management Development Methods, 2000, 14(3):207-224.
34.Chen, A & Eden, “Feedback-seeking in individual adaptation: a resource perspective,” Academy of Management Journal, 2001, 14(3):201-224.
35.Chen, Hsin-Chih & Sharon S Naquin, “An integrative model of competency development, training design, assessment center, and multi-rater assessment,” Advances in Development Human Resource, 2006,8(2):265-283.
36.Church, Allan H, Steven G Rogelberg & Janine Waclawski, “The relationship between performance and response rates in multirater feecback,” Personnel Psycholoby , 2000, 53(2):435-447.
37.Craig, S Bartholomew & Robert B Kaiser, “Applying item response theory to multisource performance ratings: what are the consequences of violating the independent observations assumption?” Organizational Research Methods, 2003, 6(1):44-60.
38.Craig, Gary W & Claude S Lineberry, “Management mirror: helping senior management teams see their own reality,” Industrial and Commercial, 2001,33(7):242-257.
39.Conger, Jay &Ginka Toegel, “Action learning and multi-rater feedback as leadership development interventions: popular but poorly deployed,” Journal of Change Management, 2003, 30(4):332-348.
40.Cole, Michael S, William S Schaninger & Stanley G Harris, “The workplace social exchange network,” Group & Organization Management, 2002, 27(1):142-167.
41.Coleman, Peter T & Ying Joanne Lim, “A systematic approach to evaluating the effects of collaborative negotiation training on individuals and groups,” Negotiation Journal, 2001, 17(4):363-392.
42.Dalton, Francie, “Using 360 degree feedback mechanisms,” Occupational Health & Safety, 2005, 74(7):28-43.
43.DeNisi, Angelo S & Avraham N Kluger, “Feedback effectiveness: can 360-degree appraisal s be improved?” The Academy of Management Executive, 2000, 14(1):129-148.
44.DeSimone, Ross, “Establishing the link: relating a 360-degree management assessment and development process to the bottom line,” Health Care supper, 2001,17(1):31-48.
45.Diefendroff, James M, Stanley B Silverman & Gary J Greguras, “Measurement equivalence and multisource ratings for non-managerial postitions: recommendations for reseatch and practice,” Journal of Business and Psychology, 2005, 19(3):399-425.
46.Dominick, Peter G, Richard R Reilly & Jack W McGourty, “The effects of 360 degree feedback on team member behavior,” Group & Organization, 2004, 22(3):508-529.
47.Duckworth, Linda England, “The relationship between self-perceived power based of participants of the center for leadership training program and 360 degree feedback evaluating from colleagues,” Canella University, 2005, 181 pages.
48.Dweck, Carol S, Chi-yue Chiu & Hong, “Implicit theories: individual differences in the likelihood and meaning of dispositional inference,” Personality and Social Psychology, 1995, 19(5):644-656.
49.Earl-Lewis, Monique Tessiele, “A framework for developing a culture of learning in organizations: a 360 degree feedback model for diagnosis and intervention,” The University of California, 2000, 178 pages.
50.Edwards, Mark R & Ann J Ewen, “How to management and pay with 360-degree feedback,” Compensation and Benefits Review, 2002,28(3):41-68.
51.Eichinger, Robert W & Michael M. Lombardo, “Knowledge summary: 360-degree assessment,” Human Resource Planning, 2003, 26(4):34-65.
52.Eichinger, Robert W & Michael M Lombardo, “Patterns of rater accuracy in 360-degree feedback,” Human Resource Planning, 2004a, 27(4):62-87.
53.Eichinger, Robert W & Michael M. Lombardo, “Gender, 360-degree assessment, and performance,” Human Resource Planning, 2004b,27(2):11-23.
54.Facteau, Carolyn L, “Reactions of leaders to 360-degree feedback from subordinates and peers,” Leadership Quarterly, 2004,19(4):427-451.
55.Fletcher, Clive, “The implication of research on gender difference in self-assessment and 360 degree appraisal,” Human Resource Management Journal, 2000, 11(1):36-49.
56.Fletcher, Clive & Carline Baldry, “A study of individual differences and self-awareness in the context of multi-source feedback,” Journal of Occupational and Organizational Psychology, 2000,73(1):303-319.
57.Fletcher, Clive & Caroline Bailey, “Assessing self awareness: some issues and methods,” Journal of Managerial Psychology, 2003, 18(5):394-414.
58.Funderburg, Shelly Albright & Paul E. Levy, “The influence of individual and contextual variables on 360-degree feedback system attitudes,” Group & Organization Management, 2000, 23(2):210-235.
59.Furnham, Adrian & Paul Stringfield, “Congruence in job-performance ratings: a study of 360 feedback examing self, manager, peer, and consultant ratings,” Human Relations, 2003, 66(5):517-533.
60.Gardner, M. C & Clearenger W H, “More than one way to make an impression: exploring profiles of impression management,” Journal of Management, 2002, 29(2):141-160.
61.Gardner, William L & Dean Cleavenger, “The impression management strategies associated with transformational leadership at the world-class level: a psychohistorical assessment,” Management Communication Quarterly, 2002, 12(1):39-64.
62.Gaylord, Terrance Wayne, “Feedback acceptances within leadership development: effects of self-other rating discrepancies, conscientiousness and neurotucism,” Kansas State University,2003, 81 pages.
63.Ghorpade, Jai, “Managing five paradoxes of 360-degree feedback,” The Academy of Management Executive, 2000,14(1):140-153.
64.Gillespie, Treena L, “Internationalizing 360-degree feedback: are subordinate ratings comparable?” Journal of Business and Psychology, 2005, 19(3):.361-382.
65.Goffin, Richard D & Ian E Gellatly, “A multi-rater assessment of organizational commitment: are self-report measures biased?” Journal of Organizational Behavior, 2001, 22(4):437-452.
66.Green, Brent, “Listening to leaders: feedback on 360-degree feedback one year later,” Organization Development Journal, 2002, 20(1):8-20.
67.Greguras, Gary J, John M Ford & Stephane Brutus, “Manager attention to multisource feedback,” Journal of Management Development, 2003, 22(4):345-361.
68.Greguras, Gary J, Chet Robie, Deidra J Schieicher & Maynard Goff Ⅲ, “A field study of the effects of rating porpose on the quality of multisource ratings,” Personnel Psychology, 2003, 56(1):1-24.
69.Guertin, Mario, “The key to 360-degree leadership,” Personnel Review Journal, 2002, 64(4): 88-101.
70.Hallam, David, “360 aggregate reporting advance human asset management. Performance Improvement Quarterly,: 2004, 17(2): 16-35.
71.Hamlin, R G, “A study and comparative analysis of managerial and leadership effectiveness in the National Health Service: an empirical factor analytic study within an NHS trust hospital,” Health Service Management Research, 2002, 15(4):245-266.
72.Hamlin, Robert G, “In support of universalistic model of managerial and leadership effectiveness: implication for HRD research and practice,” Human Resource Development Quarterly, 2004, 15(2):189-215.
73.Hannum, Kelly Marie, “An investigation of structural equivalence and aggregation strategies development needs,” The University of North Carolina at Greensboro, 2003, 85 pages.
74.Hildreh, Karen D, “Attitudes and perceptions of managers regarding the internal multi-rater appraisal process,” Texas Woman’s University, 61 pages.
75.Hooft, AJ Edwin, Henk Der Flier & Marjolein R Minne, “Construct validity of multi-source ratings with cognitive and personality measures,” International Journal of Selection and Assessment, 2006, 14(1):67-95.
76.Jansen, Paul & Daniel Vloeberghs, “Multi-rater feedback methods: personal and organizational implications,” Journal of Managerial Psychology, 2004, 24(6): 455-476.
77.Jellema, Froukj, Adrievisscher & Jaap Scheerens, “Measuring change in work behavior by means of multisource feedback,” International Journal of Training & Development, 2006, 10(2):121-141.
78.Joo, Baek-Kyoo, “Executive coaching: a conceptual framework from an integrative review of practice and research,” Integrative Literature Review, 2005,4(4):462-488.
79.Jyothi, P, “The power of 360 degree feedback: maximizing managerial and leadership effectiveness,” South Asian Journal of Management, 2005, 12(3):98-132.
80.Kaiser, Robert B & S Bartholomew Craig, “Building a better mouse trap: item characteristics associated with rating discrepancies in 360-degree feedback” Organizational Research Methods, 2005,57(4):235-248.
81.Kuzmits, Frank E, Arthur J Adams, Lyle Sussman & Louis E Raho, “360-feedbakc in health care management: a field study,” The Health Care Management, 2004, 23(4):321-344.
82.Lantz, A. & Laflamme, I, “Leadership, social support and work influence: A study of the group form of working in a Swedish psychiatric hospital, Relational Independent,” 1996, 51(4):693-725.
83.Lewis, Theodore, “Toward artistry: a critique of the HRD performance paradigm and a suggested new model,” Performance Improvement Quarterly, 2005, 18(2): 56-75.
84.Luthans, Brutus S, “The impact of 360 degree feedback on planning for career development,” Journal of Applied Psychology, 1995, 18(4):.676-693.
85.Luthans, Fred & Suzanne J Peterson, “360-degree feedback with systematic coaching: empirical analysis suggests a winning combination,”. Human Resource Management, 2003, 42(3): 243-259.
86.Luthans, Kyle W & Steve Farner, “Expariate development:the use of 360-degree feedback,”Journal of Management Development, 2002, 21(9):780-793.
87.Lohman, Margaret C, “The development of a multirater instrument for assessing employee problem-solving skill,” Human Resource Development Quarterly, 2004,15(3):303-322.
88.London, Manuel & James, “Can multi-source feedback change perceptions of goal accomplishment, self-evaluations, and performance-related outcomes? Theory-based applications and directions for research,” Personnel Psychology Journal, 2002, 48(4):803-841.
89.London Manuel & Richard W Beatty, “360-degree feedback as a competitive advantage,” Human Resource Management, 2001, 32(3):353-372.
90.Mabey, Christopher, “Closing the circle: participant views of a 360 degree feedback programme,” Human Resource Management Journal, 2001, 11(1):41-53.
91.Mansell, Warren, “Control theory and psychopathology: an integrative approach,” Psychology and Psychotherapy, 2005, 78(3):141-178.
92.Maurer, Todd J, Debora R Mitchell & Francisco G Barbeite, “Predictors of attitudes toward a 360-degree feedback system and involvement in post-feedback management development activity,” Journal of Occupational and Organizational Psychology, 2002,75(1): 87-107.
93.McCarthy, Alma M & Thomas N Garavan, “360 degree feedback process: performance, improvement and employee career development,” Journal of European Industrial Training, 2001, 25(1):5-32.
94.McDowall, A & C Fletcher, “Employee development: an organizational justice perspective,” Personnel Review Journal, 2004, 33(1):8-29.
95.McDowell-Larsen, Sharon L, Leigh Kearner & David Campbell, “Fitness and leadership:is there a relationship? Regular exercise correlates with higher leadership ratings in senior-level executives,” Journal of Managerial Psychology, 2002, 17(4):316-335.
96.McFarland, Lynn A., Ann Marie Ryan & Kriska S David, “Impression management use and effectiveness across assessment methods,” Journal of Management, 2003, 29(5):641-661.
97.Morgeson, Frederick P, Troy V Mumford & Michael A Campion, “Coming full circle using research and practice to address 27 questions about 360-degree feedback programs,” Journal of Management, 2005, 57(3):196-228.
98.Morgan, Arthur, Kath Cannan & Joanne Cullinane, “360 degree feedback: a critical equity,” Personnel Review, 2005, 34(6):663-682.
99.Murphy, Bruce, “360-degree feedback: self or assisted development?” Training Journal, 2002, 26(3):27-43.
100.Nashville, Maxwell, “The 360 degree leader: developing your influence from anywhere in the organization,” Personnel Review Journal, 2005, 24(2):311-328.
101.Noble, Shawn Anthony, “Toward a better understanding of conceptual skills in leadership: the role of locus of control, self-efficacy and goal-setting habits in a self-regulatory system,” Kansas State University, 2000, 153 pages.
102.Ommundsen, Yngvar, “Implicit theories of ability and self-regulation strategies in physical education classes,” Educational Psychology, 2003, 23(2):122-157.
103.Ostroff, Cheri, Leanne E Atwater & Barbara J Feinberg, “Understanding self-other agreement: a look at rater and rate characteristics, context, and outcomes,” Personnel Psychology, 2004, 57(2):333-376.
104.Palmer, Richard J, Robert B Welker, Thrry L Campbell & Nace R Magner, “Examining the impression management orientation of managers,” Managerial Psychology Bradford, 2001, 16(1)35-49.
105.Penny, James A, Exploring differential item functioning in a 360-degree assessment: rater source and method of delivery,” Organizational Research Methods, 2003, 6(1):61-80.
106.Peter, Goodge, “Link 360 degree feedback and appraisal,” People Management, 2005, 11(2):46-65.
107.Pollitt, David, “Alliance niche uses 360 degree feedback to improve performance,” Human Resource Management International Digest , 2004, 12(1):27-44.
108.Quast, Lauis Neumann, “Motives patterns and managerial behavior,” University of Minnesota, 2003, 81 pages.
109.Rachman-Moore,Dalia & Ron S Kenett, “The use of simulation to improve the effectiveness of training in performance management,” Journal of Management Education, 2006,30(3):455-477.
111.Rogers, Evelyn, “Charles W Rogers, Improving the payoff from 360-degree feedback,” Human Resource Planning, 2002, 25(3):44-63.
112.Sandy, Wayne & Green Shawn, “The effects of leader-member exchange on employee citizenship and impression management behavior,” Human Relations, 2004, 46(2):143-155.
113.Sangster, Chris, “Squaring the circle: 360 degree mentoring,” Training Journal, 2000, 17(4):18-39.
114.Saucier, Gerard, “Benchmark: integrating affective and interpersonal circles with the big-five personality factors,” Journal of Personality and Social Psychology, 2002, 62(6):105-129.
115.Seifert, Charles F, Gary Yukl & Robert A McDonald, “Effect of multisource feedback and a feedback facilitator on the influence behavior of managers toward subordinates,” Journal of Applied Psychology, 2003,88(3)561-574.
116.Shipper, Frank, Joel Kincaid, Denise M Rotondo & Richard C Hoffman, “A cross-cultural exploratory study of the linkage between emotional intelligence and managerial effectiveness,” Journal of Organizational Analysis, 2003, 11(3):171-191.
117.Smither, James W, Manuel London, Richard R Reilly, Raymond Flautt, et al, “Discussing multisource feedback with raters and performance improvement,” Journal of Management Development, 2004, 23(6):456-468.
118.Smither, James W, “Self-monitoring and 360-degree ratings,” Leadership Quarterly, 2005,9(4):449-474.
119.Smither, James W, Manuel London, Raymond flautt, Yvette Vargas & Ivy Kucine, “Can working with an executive coach improve multisource feedback ratings over time? A quasi-experimental field study,” Personnel Psychology, 2003,56(1):23-47.
120.Smither, James W, Manuel London & Richard R Reilly, “Does performance improve following multisource feedback? A theoretical model, meta-analysis, and review of empirical findings,” Leadership Quarterly, 2005,9(4):449-474.
121.Smither James W, Manuel London, & Kristin Roukema Richmond, “The relationship between leader’s personality and their reactions to and use of multisource feedback,” Personnel Review Journal, 2006,30(2):181-210.
122.Smither James W & Alan G Walker, “Are the characteristics of narrative comments related to improvement in multirater feedback ratings over time? “Journal of Applied Psychology, 2004,89(3):575-598.
123.Simon, J B & D W Peterson, “The effects of organizational differences and trust on the effectiveness of selling partner relationships,” Journal of Marketing, 2000, 61(1):3-21.
124.Thach, Elizabeth C, “The impact of executive coaching and 360 feedback on leadership effectiveness,” Leadership & Organization Development Journal, 2002, 23(4):205-235.
125.Taylor, Sylvester & Cynthia McCauley, “A question of leadership—should managers be able to review the ratings,” Leadership in Action, 2003, 23(2):12-23.
126.Testa, Mark R, “A model for organizational-based 360 degree leadership assessment,” Leadership & Organization Development Journal, 2002, 23(5):260-268.
127.Thompson, Charles M & Amy A Williams, “The changing signs in the relationship among self-efficacy, personal goals, and performance,” Journal of Applied Psychology, 2004, 38(4):605-633.
128.Toegel, Ginka & Jay A Conger, “360-degree assessment: time for reinvention,” Academy of Management Learning and Education, 2003,2(3):297-311.
129.Tyler,Catherine L, “The predictive validity and adverse impact of an assessment center, a multirater appraisal system and top-down appraisal for selecting retail store managers,” Florida Atlantic University, 2003,131 pages.
130.Tyson, Shaun & Peter Ward, “The use of 360 degree feedback technique in the evaluation of management development,” Management Learning Thousand Oaks, 2004, 25(4):205-223.
131.Vancouver Jeffrey B & Casey E Tischner, “The effect of feedback sign on task performance depends,” Journal of Applied Psychology, 2004, 89(6):1072-1098.
132.Vidinas, Tricia & Greg Cartan, “The behavioral control room for managers: the integrator role,” Leadership & Organization Development, 2001,22(4):175-189.
133.Vitek, Toby Slonim, “Leadership behavior and managerial success: a test of three theories,” Wayne State University, 2002, 187 pages.
134.Walker, Alan G, “Changes in multisource feedback performance over time as a function of focal manager personality,” Bowing Green State University, 2005, 141 pages.
135.Wayne Sandy J & Gerald R Ferris, “Influence tactics, affect, and exchange quality in supervisor-subordinate interactions,” Journal of Applied Psychology, 2001, 75(5):487-501.
136.Whiddett, Steve & Martin Galpin, “Better by design: 360 degree feedback systems,” Training & Management Development Methods, 2002, 16(3):209-227.
137.Williams, Alan, “Maximizing the value of 360-degree feedback,” International Journal of Manpower, 2001, 22(7): 672-691.
138.Wimer, Scott, “The dark side of 360-degree feedback,” Management Learning Thousand Oaks, 2002, 5(9):37-42.
139.Wingrove, Clinton, “Untangling the myths of 360: straight talk for successful outcomes,” Compensation and Benefits Review, 2001, 33(6):34-44.
140.Woehr, David J, Kathleen M Sheehan & Winston Bennett, “Assessing measurement equivalence across rating source: a multirait-multirater approach,” Journal of Applied Psychology, 2005, 90(3):592-611.
141.Yammarino Francis J, “Modern data analytic techniques for multisource feedback,” Organizational Research Methods, 2003, 6(1):6-17.
142.Yammarino, Francis J & Leanne E Atwater, “Understanding self-perception accuracy: implication for human resource management,” Human Resource Management, 2002, 44(1):231-267.
143.Yancey, Margaret, “Managerial self-awareness and its impact on leadership in high-performing managers,” University of North Texas, 144 pages.