Performance Appraisal Feedback: A Foundation for Effective Self-Development
Abstract
The U.S. Army's Leader Development Program relies on three development methods: institutional training and education, operational assignments, and self-development. The value of a self-development as a means for employee development has also been recognized in the private sector as well as in other public organizations. Unfortunately, empirically-based evidence concerning how the Army (and other organizations) can support and enhance employee self-development efforts is far from comprehensive. Prior research examining self-development in the public and private sector has focused on factors that stimulate the quantity of self<development participation. Yet, meaningful development in an individual's job knowledge and skills is contingent on the quality of self-development activities in which one participates, not simply the quantity of self-development. The present study developed and tested a model of the effects of supervisory performance appraisal feedback on the quality of employees' self-development choices. Data collected generally supported the model. Results suggest that supervisory feedback shapes the quality of an employee's subsequent self-development choices both directly and indirectly through its influence on employee self- regulation. Furthermore, results suggest that the attributes of feedback combine both additively and multiplicatively to influence self-regulation. Implications for fostering self-development in the Army are discussed.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 01, 2008
- Accession Number
- ADA483157
Entities
People
- James Belanich
- Karin A. Orvis
- Sena Garven
Organizations
- U.S. Army Research Institute for the Behavioral and Social Sciences