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

Author

Listed:
  • Martine Brasseur

    (EM - EMLyon Business School)

  • Pascal Brassier

    (CleRMa - Clermont Recherche Management - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand - UCA [2017-2020] - Université Clermont Auvergne [2017-2020])

  • 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)

  • Steffi Gande
  • Laurent Magnien
  • Stéphanie Arnaud

    (CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine)

  • Frédérik Barbieux

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?

Suggested Citation

  • Martine Brasseur & Pascal Brassier & Isabelle Galois & Steffi Gande & Laurent Magnien & Stéphanie Arnaud & Frédérik Barbieux, 2012. "Evaluating competencies: the conception and implementation of a 360° feedback instrument for managers. A case study," Post-Print hal-02382902, HAL.
    • Handle: RePEc:hal:journl:hal-02382902
    Note: View the original document on HAL open archive server: https://uca.hal.science/hal-02382902
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    References listed on IDEAS

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    1. Christian Defelix & Ewan Oiry & Alain Klarsfeld, 2006. "Nouveaux regards sur la gestion des compétences," Post-Print halshs-00084048, HAL.
    2. Jean-François Chanlat, 1990. "L'individu dans l'organisation Les dimensions oubliées," Post-Print hal-00155591, HAL.
    3. Ewan Oiry & Christian Defélix & Alain Klarsfeld, 2006. "Nouveaux regards sur la gestion des compétences. Apports théoriques et pistes d'action," Post-Print halshs-00458410, HAL.
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