Sposoby reagowania menedżerów na informacje zwrotne w procesie upward feedback

• Autorzy: Agnieszka Fornalczyk

Warianty tytułu

Managers' Way of Reacting to Information from Upward Feedback Process

• Języki publikacji: PL

Abstrakty

Artykuł porusza problematykę reagowania menedżerów na informacje zwrotne, udzielane im w procesie upward feedback. W części pierwszej autorka dokonuje przeglądu dotychczasowych rezultatów badawczych dotyczących występowania i uwarunkowań zmian zachowań feedbackowanych w efekcie otrzymywanych informacji zwrotnych. Przedstawia również najczęstsze style reagowania menedżerów, w tym: obronę, dominację, manipulowanie, usprawnianie. Druga część opracowania przybliża bardzo ważne zagadnienia dyspozycyjnych wyznaczników skutecznego przyjmowania i wykorzystywania informacji przez menedżerów. W podsumowaniu zwrócono uwagę na troskę o konstruktywne przekazywanie informacji, personalizowanie feedbacków oraz stosowanie przez organizacje narzędzi wdrażania zmian jako kluczowe warunki zwiększające szanse występowania zachowań menedżerów zorientowanych na usprawnianie.(abstrakt oryginalny)

EN

This article is about managers' way of reacting to information received from the upward feedback process. In the first part, the author reviews the existing research results on frequency of occurrence and determinants of behavioral change as a result of received feedback. It shows also the most common styles of managers' response, including defense, domination, manipulation, and improvement. The second part of the paper introduces the very important issue of dispositional determinants for the successful adoption and use of information by managers. In conclusion, the concern for constructive communication, personalization of feedbacks and tools for implementing changes have been noted as the key conditions that increase the chances of managers' improvement-oriented behavior.(original abstract)

Słowa kluczowe

PL

Psychologia zarządzania; Informacja w organizacji; Kompetencje kierownicze

EN

Psychology of management; Information in organization; Managerial competencies

• Czasopismo: Zeszyty Naukowe Wyższej Szkoły Bankowej we Wrocławiu
• Rocznik: 2011
• Numer: nr 24 Zarządzanie zasobami ludzkimi
• Strony: 47--64

Twórcy

autor

Agnieszka Fornalczyk

• Uniwersytet Wrocławski

Bibliografia

• Anderson L.R., Toward a Two-track Model of Leadership Training: Suggestions from Self- monitoring Theory, "Small Group Research" 1991, nr 21(2), s. 147-167.
• Ashword S.J., Tsui A.S., Self-regulation Form Managerial Effectiveness: The Role of Active Feedback Seeking, "Academy of Management Journal" 1991, nr 34(2), s. 251 -280.
• Atwater L.E., Waldman D.A., Brett J.F., Understanding and Optimizing Multisource Feedback, "Human Resource Management Journal" 2002, nr 41(2), s. 193-208.
• Baird J.A., Bolton M., Coaching for breakthroughs, New York 1999.
• Bandura A., Teoria społecznego uczenia się, Warszawa 2007.
• Barrick M.R., Stewart G.L., Piotrowski M., Personality and Job Performance: Test of the Mediating Effects of Motivation Among Sales Representatives, "Journal of Applied Psychology" 2002, nr 87(1), s. 43-51.
• Bolinan L., Deal Т., Refraining Organizations: Artistry, Choice, and Leadership, San Francisco 1991.
• Botwood L., Feeling about Feedback: Predicting Affective Reactions from Work Goal Orientation, Ontario 2002.
• Brown S.P., Ganesan S., Challagall G., Self efficacy as a Moderator of Information-seeking Effectiveness, "Journal of Applied Psychology" 2001, nr 86(5), s. 1043-1051.
• Cervone D., Wood R.E., Goals, Feedback and the Differential Influence of Self-regulator)' Processes on Cognitively Complex Performance, "Cognitive Therapy and Research" 1995, nr 19, s. 519-545.
• Coates D.E., The ultimate use for 360-degree feedback - validating individual performance improvement, Newport 2006.
• Conger J.A., Learning to Lead: The Art. of Transforming Managers into Leaders, San Francisco 1992.
• Conway J.M., Huffcutt A.I., Psychometric Properties of Multisource Performance Ratings: A Meta-analysis of Subordinate, Supervisor, Peer, and Self ratings, "Human Performance" 1997, nr 10(4), s. 331-360.
• Dalton M.A., Hollenbeck G.P., After Feedback: How to Facilitate Change in Behavior, w: The Handbook of Multisource Feedback, red. D.W. Bracken, C.W. Tommerck, A.H., Church, San Francisco 2001.
• Edwards J.R., Alternatives to Difference Scores as Dependent Variables in Study of Congruence in Organizational Research, "Organizational Behavior and Human Decision Process" 1995, nr 64, s. 307-324.
• Fedor D.B., Rensvold R.B., Adams S.M., An Investigation of Factors Expected to Affect Feedback Seeking: A Longitudinal Field Study, "Personnel Psychology" 1992, nr 45, s. 779-805.
• Forbes R., Upward Feedback: a New Power for the Learning Organization, "HR Monthly" 1996, nr 11,s. 6-8.
• Griffin R.W., Podstawy zarządzania organizacjami, Warszawa 2005.
• Heliervik L.W., Hazucha J.F., Schneider, R.J., Behavior change models, methods and a review of evidence, w: Handbook of Industrial and Organizational Psychology, red. M.D. Dunette, L.M. Houhg, Palo Alto 1992.
• Klimowski R.J., Donahue L.M., Person Perception in Organizations: An Overview of the Field, w: How people evaluate others in organizations, red. M. London, New York 2001.
• Larson J.R.Jr., The Performance Feedback Process: A Preliminary Model, "Organizational Behavior and Human Performance" 1984, nr 33, s. 42-76.
• Latham G.P., Heslin P.A., The Effect of Upward Feedback on Managerial Behavior, "Applied Psychology: An International Review" 2004, nr 53(1), s. 23-37.
• Latham G.P., Wexley K.N., Increasing Productivity Through Performance Appraisal, 1994.
• Leonard E., Williams J.R., An Empirical Examination of Accountability Perceptions within a Multisource Feedback System, San Diego 2001.
• Levy P.E., Self-appriasal and Attributional Judgments, St. Luis 1991.
• Locke E.A, Frederick E., Lee C., Bobko P., Effect of Self-efficacy. Goals and Task Strategies on Task Performance, "Journal of Applied Psychology" 1984, nr 69, s. 241-251.
• London M. Change Agents: New Roles and Innovation Strategies for Human Resource Proffesionals, San Francisco 1988.
• London M., Job Feedback: Giving, Seeking and Using Feedback for Performance Improvement, New Jersey 2007.
• Ludeman K., Upward Feedback Helps Managers Walk to Talk, "HR Magazine" 1993, nr 4.
• Makin P., Cooper С., Cox C., Organizacje a kontrakt psychologiczny. Zarządzanie ludźmi w pracy, Warszawa, 2000.
• McCauley C.D., Hughes-James M" An Evaluation of Outcomes of a Leadership Development Program, Center for Creative Leadership, New York 1994.
• Meyer H.H., A Solution to the Performance Appraisal Feedback Enigma, "Academy of Management Executive" 1991, nr 5(1), s. 68-76.
• Napier N.K., Latham G.P., Outcome Expectancies of People who Conduct Performance Appraisals, "Personnel Psychology" 1986, nr 39, s. 827-837.
• Philips N" Brown J., Analyzing Communications in and Around Organizations: A Critical Hermeneutic Approach, "Academy of Management Journal" 1993, nr 36 (6), s. 1547-1576.
• Prochaska J.O., Norcross J.C., Clements di C.C., Changing for good: a revolutionary six stoge program for overcoming bad habits and moving your life positively forward, New York 1995.
• Schacfers K.G., Epperson D.L., Nauta M.M., Women's Career Development: Can Theoretically Derived Variables Predict Persistence in Engineering Majors?, "Journal of Consueling Psychology" 1997, nr 44(2), s. 173-183.
• Seligman, M.E.P., What You Can Change and What You Can't: The Complete Guide to Successful Self-improvement, New York 1994.
• Smith J.W., Walker A.G., Measuring the Impact of Multisource Feedback w: The handbook of multisource feedback, red. D.W. Bracken, C.W. Tommerck, A.H. Church, San Francisco 2001.
• Smither J.W., London M., Richmond K.R., Relationships Between Leaders' Personality and Reactions to, and Use of, Multisource Feedback: A Longitudinal Study, Ontario 2002.
• Snyder M., Public Appearances, Private Realities: The Psychology of Self monitoring, New York 1987.
• The Handbook of Multisource Feedback, red. D.W. Bracken, C.W. Tommerck, A.H. Church, San Francisco 2001.
• VandeWalle D.M., Brown S.P., Cron W.L., Slocum J.W., The Influence of Goal Orientation and Self-regulation Tactics on Sales Performance: A Longitudinal Field Test, "Journal of Applied Psychology" 1999, nr 84, s. 249-259.
• VandeWalle D.M., Cummings L.L., A Test of the Influence of Goal Orientation on the Feedback-seeking Process, "Journal of Applied Psychology" 1997, nr 82, s. 390-400.
• Wood R.E., George-Falvy J., Debowskl S., Motivation and Information Search on Complex Task, New York 2001.
• Wright P.L., Taylor D.S., Improving Leadership Performance, Enlewood Cliffs 1994.
• Yammarino F.J., Atwater L.E., Do Managers See Themselves as Others See Them? Implications of self-other Rating Agreement for Human Resource Management, "Organizational Dynamics" 1997, nr 25(4), s. 35-44.
• Young M.. Post J., How Leading Companies Communicate with Employees, "Organizational Dynamics" 1993, s. 31-43.