Invited reaction to postfeedback development perceptions: Applying the theory of planned behavior

✍ Scribed by Julia Storberg-Walker

• Publisher: John Wiley and Sons
• Year: 2006
• Tongue: English
• Weight: 94 KB
• Volume: 17
• Category: Article
• ISSN: 1044-8004
• DOI: 10.1002/hrdq.1174

✦ Synopsis

In McCarthy and Garavan' s study, multisource feedback (MSF) is a management development intervention designed to improve individual and organizational performance. Their study sought to understand more about the factors that influence postfeedback development behavior. Their findings suggested that employee perceptions about the accuracy of the MSF, perceptions about the level of organizational support, and a demographic variable (employee age) combine to influence self-reported development behavior.

This invited reaction provides comments on McCarthy and Garavan' s study by framing it within the larger context of HRD research and practice. First, the study is framed as an example of theory-building research, the topic of which is MSF. Second, the study is examined in terms of how it connects to practice. Each of these views seeks to build on McCarthy and Garavan' s work in an appreciative way while also exposing the inherent complexities (of applied theory-building research) and challenges (of practice) involved in HRD scholarship. Ultimately, the study is placed in a broader context of the emerging HRD theory-building research and praxis cycle.

On doing so, it becomes clear that theory-building research in general, and this study in particular, is vulnerable to the needs and resources of organizations as places where research is conducted. Yet, it is imperative that we as HRD researchers overcome this vulnerability. Only by continuing the virtuous cycle of applied theory-building research (Lynham, 2002a)-meaning continual operationalization, confirmation or disconfirmation, application, and conceptual development-can we continue to generate accurate understandings of complex, multilevel, and emergent sociopolitical organizational phenomenon that has the potential to effect radical change. Without this cycle, we will