Coming Full Circle: Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs.

Morgeson, Frederick P.; Mumford, Troy V.; Campion, Michael A.

doi:10.1037/1065-9293.57.3.196

Cited by 53 publications

(48 citation statements)

References 19 publications

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“…In this case, multisource feedback could be used to help these individuals develop a more accurate and balanced perception of their innovation‐related competence. Moreover, those who are perceived as having low competence to innovate could be offered specific and tailored training to enhance their skills and knowledge and develop this type of competence (Morgeson et al, ). A fourth and final practical implication of our results regards the management of innovation in the workplace, and in particular, the way in which innovation is measured as an outcome.…”

Section: Discussionmentioning

confidence: 99%

Assessing Innovation: A 360‐degree appraisal study

Potočnik

Anderson

2012

Int J Selection Assessment

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This study examines the evaluation of innovation in a wider competency framework and within a 360‐degree rating procedure among managerial‐level job holders. The total sample of 2,979 individuals consisted of 296 target employees and their 318 bosses, 1208 peers, 828 direct reports, and 329 others who provided ratings on a competency framework. The results showed significant differences in innovation‐related competence ratings between different raters. Self‐ratings were significantly lower compared to the overall observer ratings and were correlated only with peer ratings. Different patterns of results were found for the lower and upper quartiles based on self‐ratings. For instance, no correlations were observed between self‐ratings and the ratings of any observers in the group of best self‐rated individuals. Implications for practice and future research in assessment and evaluation of innovation are discussed in conclusion.

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Section: Discussionmentioning

confidence: 99%

Assessing Innovation: A 360‐degree appraisal study

Potočnik

Anderson

2012

Int J Selection Assessment

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“…Further research with larger sample sizes and a more diverse group of organizations would help to gauge the true differences in employees’ and managers’ ratings. Even if overall differences between different raters are slight, internal employee appraisal systems increasingly encompass “360 degree” ratings, whereby employees, managers, peers and even subordinates assess employee behavior 11,20,21. It is likely that these assessments provide useful information to employees when their behavior is judged from these rather different perspectives.…”

Section: Discussionmentioning

confidence: 99%

Employee performance in the knowledge economy: Capturing the keys to success

Fauth¹,

Bevan²,

Mills³

2008

PRBM

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The present study examines the key determinants of employee performance in a knowledge-intensive service firm located in the UK. Using data from a pilot study, we mapped eight performance-related behaviors to two measures of global performance to isolate the strongest predictors of the latter. We also examined the degree to which these associations varied depending on whether employees or their managers reported on performance as well as according to the degree of complexity (eg, ongoing learning, multitasking, problem solving, etc.) present in workers’ jobs. Findings revealed that more traditional employee performance-related behaviors (eg, dependability) as well as behaviors that have likely increased in importance in the knowledge economy (eg, sharing ideas and information) accounted for the most variance in reported global performance. Sharing ideas and information was a particularly important predictor for workers in complex jobs. When the performance-related behaviors were regressed on the organization’s annual employee appraisal ratings, only dependability and time management behaviors were significantly associated with the outcome. As organizational success increasingly is dependent on intangible inputs stemming from the ideas, innovations and creativity of its workforce, organizations need to ensure that they are capturing the full range of behaviors that help to define their success. Further research with a diverse range of organizations will help define this further.

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“…Many companies have strict romance and nepotism policies and do not allow romantically involved couples or family members to directly supervise or control outcomes for those with whom they have a personal relationship (Lickey, Berry, & Whelan-Berry, 2009). In addition, the possibility of bias is one of the cited disadvantages of 360-degree performance reviews, as employees may have an incentive to overrate themselves and underrate their coworkers (Morgeson, Mumford, & Campion, 2005).…”

Section: Criterion 2-freedom From Biasmentioning

confidence: 99%

Using Procedural Justice to Understand, Explain, and Prevent Decision-Making Errors in Forensic Sciences

Behson

Koppl

2013

Organization Management Journal

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It has been estimated that in the United States there are 20,000 false felony convictions a year due to deficiencies in the forensic science and criminal justice systems (Koppl, 2010c). As many of these errors can be attributed to flaws in the processes by which forensic science decisions are made, the principles of procedural justice are a useful lens for analyzing these processes and recommending improved practices. In this secondary analysis of current research, decision-making processes in forensic sciences are analyzed using Leventhal's six criteria for establishing procedural justice. Specifically, we assesses the current state of forensic science, explain how some industry practices may be prone to error and bias, and provide practical suggestions for improving industry practices to better adhere to the principles of procedural justice. In addition, the implications of this analysis for practitioners outside of forensic sciences are discussed.

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Coming Full Circle: Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs.

Cited by 53 publications

References 19 publications

Assessing Innovation: A 360‐degree appraisal study

Assessing Innovation: A 360‐degree appraisal study

Employee performance in the knowledge economy: Capturing the keys to success

Using Procedural Justice to Understand, Explain, and Prevent Decision-Making Errors in Forensic Sciences

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