360‐degree feedback as a competitive advantage

Abstract

This article examines the status of 360‐degree feedback in organizations. How to optimally use feedback from multiple constituencies as a competitive advantage is discussed. Differences between traditional performance appraisal and 360‐degree feedback are elucidated. Elements of designing and implementing an effective 360‐degree feedback program are explored: content, employee involvement, item type, format, relevance, implementation, using results for evaluation and/or development, including managers' self‐assessment, and the form and content of the feedback. A research agenda on 360‐degree programs is charted. © 1993 by John Wiley & Sons, Inc.

360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination

“…As managerial jobs become more complex and multidimensional (London & Beatty, 1993;Varma, Beatty, Schneier, & Ulrich, 1999), organizations are increasingly implementing high-performance work practices such as 360-degree feedback interventions in hopes of improving workplace attitudes and performance (Atwater, Waldman, & Brett, 2002;London, 1997;London & Smither, 1995;Tornow & London, 1998). A very recent large survey found that about one in five firms currently use 360s (Armour, 2003).…”

A Study on Dance Emotional Competence Model Development

“…Practitioners and organizational consultants, based on their experiences with clients, firmly believe that multi-rater or 360-degree feedback systems enhance self-knowledge and consequently improve managerial behavior (Hazucha, Hezlett & Schneider, 1993;London & Beatty, 1993). Scholarly research has confirmed these sentiments and found that higher levels of congruence between managerial "self" and "total others" behavioral ratings is associated with managerial effectiveness and performance (Atwater & Yammarino, 1992;Van Velsor, Taylor & Leslie, 1993;Church, 1997).…”

Impact of 360-Degree Feedback on Employee and Organization Growth: With Reference to Higher Education Institutes of Pakistan.

“…The objectives of the 360 degree feedback could be blurred if linked with the financial incentives and it could diverge it towards performance appraisal. Thus, it helps in building the leadership and management qualities in the employee and contributing towards organizational growth (London & Beatty, 1993).Therefore, organizational culture and behavior become more adaptive to administering the 360 degree feedback regularly.…”