The Impacts of 360-Degree Performance Evaluation: Construction and an Empirical Study of a Process Model

This longitudinal study examined a model explaining the impacts of multi-source evaluation program on management development. One hundred and forty employees of two Taiwan companies participated this study, and 22 of them were the ratees.

Data were collected at three different timing, from the participants' supervisors, peers, the subordinates, and the ratees themselves. The results indicated that most ratees overestimated their performance as a manager, but this trend declined at time 3. In general, the favorability of self-evaluation were associated with more negative attitude toward the evaluation program, which may result from increase of self-other discrepancies.