Evaluating competencies: the conception and implementation of a 360° feedback instrument for managers. A case study

Martine Brasseur, Pascal Brassier (), Isabelle Galois (), Steffi Gande, Laurent Magnien, Stéphanie Arnaud and Frédérik Barbieux
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Martine Brasseur: UPD5 - Université Paris Descartes - Paris 5
Pascal Brassier: CRCGM - Centre de Recherche Clermontois en Gestion et Management - UdA - Université d'Auvergne - Clermont-Ferrand I - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand
Isabelle Galois: CERAG - Centre d'études et de recherches appliquées à la gestion - UPMF - Université Pierre Mendès France - Grenoble 2 - CNRS - Centre National de la Recherche Scientifique
Stéphanie Arnaud: CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine

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Abstract: How can we evaluate competencies? What instrument can we use to implement individual and organisational development? To provide some answers, we present the results of a study addressing the conception and implementation of a 360° feedback-type instrument for managers. Our goals were to identify the conception process of the evaluation instrument, then the way in which it is implemented in organisations. We used a qualitative methodology consisting of a case study addressing the conception and implementation of a tool (the '4LS' Evaluation) used in organisations to develop the competencies of 3638 managers. Our results show primarily that, if a pragmatic approach was used in the conception of the instrument, the outcome is congruent with self-determination theory. Secondly, the way the system is used, and the transmission of its related competencies, follow a dual process: the self-development of competencies and the standardisation of behaviours. In this paper, after setting out the research problem based on a literature review, we will present the main features of our methodology, followed by the results and their discussion. We will arrive at the first elements of a model and an outline of future explorations. In conclusion, does the instrument support a conditioning or learning process?

Keywords: Competencies evaluation; 360° feedback; managerial competencies; individual and organisational development (search for similar items in EconPapers)
Date: 2012
Note: View the original document on HAL open archive server: https://uca.hal.science/hal-02382902v1
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Published in RESADDERSSE international, 2012

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