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dc.contributor.advisorSubramony, Mahesh
dc.contributor.advisorRauscher, Frances
dc.contributor.advisorAdams, Gary
dc.contributor.authorSchoessow, Brittany L.
dc.date.accessioned2010-10-22T20:38:30Z
dc.date.available2010-10-22T20:38:30Z
dc.date.issued2009-05
dc.identifier.urihttp://digital.library.wisc.edu/1793/46823
dc.descriptionA Thesis Submitted In Partial Fulfillment of the Requirements For the Degree of Master of Science-Psychology Industrial/Organizationalen
dc.description.abstractThis study examined the relationship between upward feedback and subordinate perceptions of managerial supportiveness. It was proposed that (a) managers receiving feedback from their subordinates in time 1 will have higher feedback ratings in time 2, as compared to those who do not receive this feedback and (b) this upward feedback effect will persist after controlling for demographic and departmental differences. Archival data on upward feedback was acquired from a large consumer product based company located in the United States. Data from 2,928 raters assessing 453 participants, or managers, were included in the analyses. Both propositions did not receive support. Implications of these findings are discussed.en
dc.language.isoen_USen
dc.subjectLeadershipen
dc.subjectSupervisors employee rating ofen
dc.subjectFeedback psychologyen
dc.titleA LONGITUDINAL INVESTIGATION INTO THE EFFECTS OF RATER FEEDBACK ON MANAGERIAL BEHAVIOR IN AN UPWARD FEEDBACK CONTEXTen
dc.typeThesisen
thesis.degree.levelMSen
thesis.degree.disciplinePsychology - Industrial/Organizationalen


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