Congruence in Job-Performance Ratings: A Study of 360° Feedback Examining Self, Manager, Peers, and Consultant Ratings
研究七个任务团队中自我、上级、同事和顾问四种绩效评分的一致性，发现自我与他人的评分一致性低，而他人之间一致性高，可观察行为比认知变量一致性更高。
Seven task-oriented teams worked together for between 4 and 6 months on a project. At the end of the task, members were each subject to four task-performance ratings: from self, superior, team-peers, and a consultant who was part of the team. There were fewer than chance differences between the different teams on the congruence measures so the data was combined. While the congruence between self and manager, self and peer, and self and consultant ratings were very low, the manager-peer, manager-consultant, and peer-consultant congruence was overall high. Observable behaviors like forward planning and communication showed overall highest congruence while less observable cognitive variables showed much lower congruence. These results are similar to previous studies in the area. Implications of the use of these ratings in management development are considered.