Effects of Organizational Climate, Feedback-Seeking Environment and Innovation Characteristics on the Implementation of a 360-Degree Feedback System
The present study examined the effects of organizational climate, feedback seeking environment and innovation characteristics on the implementation of a 360-degree feedback system within a large financial holdings company. The effect of user attitudes toward the 360-degree feedback system was also assessed. A sample of responses from 255 360-degree feedback system users was collected over a 14-month time period. LISREL was used to test the hypothesized structural model. Overall goodness of fit for the model was poor (using generalized least squares estimates: the Non-Normed Fit Index (NNFI) = .95, Comparative Fit Index (CFI) = .96; Root Mean Square Error of Approximation (RMSEA) = .16; using maximum likelihood estimates: NNFI = .37, CFI = .48; RMSEA = .18) thus failing to provide support for the hypothesized model. Limitations of the present study and suggestions for future research are discussed.
Organizational climate, Feedback, Model, Industrial and Organizational Psychology, Organizational Behavior and Theory
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