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Browsing ESCS - Comunicações by Subject "360-degree evaluation"
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- Organizational communication and performance appraisal: 360º feedback and organizational communicationPublication . Mourão, Rita Monteiro; Miranda, SandraThe performance evaluation and organizational communication have a central role in organizations, because promote organizational effectiveness (Proctor and Doukakis, 2003). Some limitations of top-down performance appraisal (e.g. subjectivity) and new technologies (i.e., intranet) have been urging other evaluations, like 360o evaluation (Kondrasuk, 2012). This is a specific evaluation that considers more than one appraiser (Brutus and Gorriti, 2005). We intend to realize what type of communication that leaders adopt (i.e., support communication or defensive communication) after applying the 360o evaluation. We intend to realize, too, which might be the consequences of this type of communication for some attitudes and behaviors of employees (e.g. commitment, satisfaction, trust and cynicism). To construct a research question, firstly it becomes pertinent to conducting an exploratory qualitative study, through interviews with experts. In theoretical terms, we will present some categories and sub-categories constructed with data from the exploratory interviews (e.g. “360o evaluation as advantageous for organizational communication”). In general, we conclude that 360o evaluation may increase an active voice of employees and promotes a bi-directional and a symmetrical communication among them. In practical terms, the aim is a promotion of the application of 360o evaluation and organizational communication, exceeding any limitations of existing communicative and evaluative processes.
- Organizational communication and performance appraisal: the organizational communication under 360º evaluationPublication . Mourão, Rita Monteiro; Miranda, SandraThe performance evaluation and organizational communication have a central role in organizations, because promote organizational effectiveness (Proctor and Doukakis, 2003). Some limitations of top-down performance appraisal (e.g. subjectivity) and new technologies (i.e., intranet) have been urging other evaluations, like 360o evaluation (Kondrasuk, 2012). This is a specific evaluation that considers more than one appraiser (Brutus and Gorriti, 2005). We intend to realize what type of communication that leaders adopt (i.e., support communication or defensive communication) after applying the 360o evaluation. We intend to realize, too, which might be the consequences of this type of communication for some attitudes and behaviors of employees (e.g. commitment, satisfaction, trust and cynicism). To construct a research question, firstly it becomes pertinent to conducting an exploratory qualitative study, through interviews with experts. In theoretical terms, we will present some categories and sub-categories constructed with data from the exploratory interviews (e.g. “360o evaluation as advantageous for organizational communication”). In general, we conclude that 360o evaluation may increase an active voice of employees and promotes a bi-directional and a symmetrical communication among them. In practical terms, the aim is a promotion of the application of 360o evaluation and organizational communication, exceeding any limitations of existing communicative and evaluative processes.
- The organizational communication and the leadership: what is the relationship between the 360-degree evaluation and the leadership communication?Publication . Mourão, Rita Monteiro; Miranda, Sandra; Gonçalves, GiselaOrganizational communication and evaluation processes play a key role for organizations, as they are responsible for better individual performance and consequently for greater organizational effectiveness (Proctor & Doukakis, 2003). In general, organizational communication may be defined as a way of disseminating information that enables coordination and conclusion of tasks, decision-making and conflict resolution (Ayub, Manaf & Hamzah, 2014). On the other hand, performance evaluation may be generically defined as a continuous process of monitoring and management that allows correcting of certain behaviors (Hosain, 2016). Over the years it has become clear that the traditional performance appraisal process (i.e., the top-down evaluation process in which the leader evaluates the subordinate) presents some limitations, such as non-confidentiality and quotation errors of the evaluators (Caetano, 2008). In this sense, it became necessary to promote other alternative forms of performance evaluation, such as the 360-degree performance evaluation.
- What is the role of 360º evaluation in organizational communication?Publication . Mourão, Rita Monteiro; Miranda, SandraThe performance evaluation and organizational communication have a central role in organizations, because promote organizational effectiveness (Proctor and Doukakis, 2003). Some limitations of top-down performance appraisal (e.g. subjectivity) and new technologies (i.e., intranet) have been urging other evaluations, like 360o evaluation (Kondrasuk, 2012). This is a specific evaluation that considers more than one appraiser (Brutus and Gorriti, 2005). We intend to realize what type of communication that leaders adopt (i.e., support communication or defensive communication) after applying the 360o evaluation. We intend to realize, too, which might be the consequences of this type of communication for some attitudes and behaviors of employees (e.g. commitment, satisfaction, trust and cynicism). To construct a research question, firstly it becomes pertinent to conducting an exploratory qualitative study, through interviews with experts. In theoretical terms, we will present some categories and sub-categories constructed with data from the exploratory interviews (e.g. “360o evaluation as advantageous for organizational communication”). In general, we conclude that 360o evaluation may increase an active voice of employees and promotes a bi-directional and a symmetrical communication among them. In practical terms, the aim is a promotion of the application of 360o evaluation and organizational communication, exceeding any limitations of existing communicative and evaluative processes.