Shipper, F., & John, J., (1992, February 10-12). Proceedings of Symposium on Productivity and Quality Improvement with a Focus on Government. Washington, D.C.: Industrial Engineering and Management Press (pp. 13-20).
Abstract
The value of employee feedback as a management development tool was studied, and the results applied to a government organization. The use of employee information, both formal and informal, is explored as a valid source of evaluation, since employees are in a good position to observe managerial behaviors. Government organizations have relied on periodic performance appraisals conducted by supervisors of their managers both for purposes of evaluation and development. Employees provide observations that clearly distinguish between managers of high and low performing work groups, better than either superiors, or peers. Employee feedback as a tool in management development tends to achieve better results when employees see it as being part of a "change" approach. A strategic approach also involves top management early in the process and helps assure their participation and support. Since the employees are a source of information most closely related to the management function, their observations can provide the manager with information that otherwise remains buried. The results of the study conclude that the use of employee observations as a management development tool has the potential to improve the skill level of managers plus the level of satisfaction and performance within the organization.