Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/13632
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dc.contributor.authorRai, Himanshu
dc.date.accessioned2015-05-21T13:16:33Z
dc.date.available2015-05-21T13:16:33Z
dc.date.issued2013
dc.identifier.citationRai, H., & Singh, M. (2013). A study of mediating variables of the relationship between 360° feedback and employee performance. Human Resource Development International, 16(1), 56-73.en_US
dc.identifier.issn13678868
dc.identifier.urihttp://hdl.handle.net/11718/13632
dc.description.abstractThe 360° feedback has been linked to several positive outcomes like improved performance, better interpersonal communication and smoother work relationships. Both academicians and practitioners would like more clarity regarding the link between 360° feedback and employee performance and the mediating factors in this relationship. This study empirically examines these mediating effects with a sample of executives (N = 198) working in four organizations in western part of India. The results show that interpersonal communication and quality of working life have a complete mediating effect. Leader–member exchange quality and perceived organizational support were found to have a partial but significant mediating effect. An elementary form of an integrated model, which includes all the four mediating variables and their interrelationships, has been developed conceptually. This model is examined and built up empirically using structural equation modelling.en_US
dc.language.isoenen_US
dc.publisherHuman Resource Development Internationalen_US
dc.subjectFeedbacken_US
dc.subjectInterpersonal communicationen_US
dc.titleA study of mediating variables of the relationship between 360° feedback and employee performanceen_US
dc.typeArticleen_US
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