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Multisource assessment programs in organizations: An insider's perspective
Author(s) -
Brutus Stéphane,
Derayeh Mehrdad
Publication year - 2002
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.1023
Subject(s) - insider , perspective (graphical) , process (computing) , business , resistance (ecology) , knowledge management , public relations , process management , marketing , political science , computer science , ecology , artificial intelligence , law , biology , operating system
This study is an overview of multisource assessment (MSA) practices in organizations. As a performanceevaluation process, MSA can take various forms and can be complex for an organization to use. Although theliterature on MSA is extensive, little information exists on how these programs are perceived by the individualsresponsible for their implementation and maintenance. The purpose of this study was twofold: to describe the currentMSA practices used in organizations and to assess the issues associated with implementation and management of thesepractices from the perspective of the individual responsible for managing an MSA program. One hundred one companieslocated in Canada were surveyed for the study; almost half of these organizations (43 percent) wereusing MSA. Interviews of managers responsible for MSA in various organizations and some archival data on theseorganizations were the main source of data for the study. The study revealed that the use of MSA differs widely fromone company to another. In addition, results show that, once implemented, MSA requires a number of adjustments. Thesource of these adjustments centered on employee resistance, lack of strategic purpose for MSA, poor design of theinstrument, and problems with the technology used to support MSA. These results are discussed and a proposedresearch agenda is outlined.