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Postfeedback development perceptions: Applying the theory of planned behavior
Author(s) -
McCarthy Alma,
Garavan Thomas
Publication year - 2006
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.1173
Subject(s) - cynicism , theory of planned behavior , psychology , perception , intervention (counseling) , set (abstract data type) , organizational behavior management , applied psychology , organization development , social psychology , knowledge management , management , organizational commitment , organizational behavior and human resources , computer science , control (management) , political science , neuroscience , psychiatry , politics , law , economics , programming language
The primary purpose of management development programs is performance improvement at an individual and organizational level. Performance improvement results from knowledge, skill, or ability enhancement. An important intervention in management development is the use of 360‐degree or multisource feedback (MSF), which leads to more effective career development activity resulting from enhanced self‐awareness. The research model used to investigate self‐reported postfeedback management development behavior is derived using the theory of planned behavior. The findings reveal that perceptions of the accuracy of MSF, cynicism, perceived organizational support, and age are significant predictors of postfeedback development behavior. The implications for research and practice are set out.