Saying it like it isn't: The pros and cons of 360-degree feedback

Carson, Mary C

doi:10.1016/j.bushor.2006.01.004

Cited by 26 publications

(18 citation statements)

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“…23 However, the data on reliability of multisource feedback are conflicting, and reliability does not necessarily improve with an increasing number of raters. 24,25 We would speculate that the longer observation period-or perhaps some other aspect of the LIC model, such as more direct observation of interactions with patients-provides a more accurate assessment of professional attributes, as has been suggested in other studies. 26 Of course, our results must be interpreted with some caution.…”

Section: Discussionmentioning

confidence: 90%

A Comparison of Performance Evaluations of Students on Longitudinal Integrated Clerkships and Rotation-Based Clerkships

McLaughlin¹,

Bates²,

Woloschuk³

et al. 2011

Academic Medicine

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The discrepancy between ratings of LIC students' clinical skills on ITER and other evaluation formats may be due to differences between the content of training and objective evaluations, or systematic rater biases. Further studies are needed to confirm and explain these findings. Promisingly, our data suggest that the LIC model may allow for a more predictive evaluation of professional competencies.

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Section: Discussionmentioning

confidence: 90%

A Comparison of Performance Evaluations of Students on Longitudinal Integrated Clerkships and Rotation-Based Clerkships

McLaughlin¹,

Bates²,

Woloschuk³

et al. 2011

Academic Medicine

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“…The independence and professionalism of third-party entities, to a large degree, will provide objective and comprehensive evaluations for both supervisors and their subordinates (Acquaah, 2007). Second, the supervisory evaluation process should be open and transparent, and communication between supervisors and subordinates should be regular and honest (Carson, 2006;Sanderson, 2001). By using CVF, supervisors and subordinates could frequently assess and compare their managerial competencies and develop measures and strategies to enhance these competencies.…”

Section: Resultsmentioning

confidence: 99%

Assessing Chinese Managerial Competencies from Different Perspectives

Shang¹,

Yu²

2013

soc behav pers

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In this study we investigated assessments of managerial competency in the context of Chinese local government public officials. Based on data collected from a 2008 survey conducted in China's Jiangsu Province and drawing on the competing values framework developed by Rohrbaugh (1981, 1983), we examined discrepancies in the assessment of managerial competencies through the supervisors' self-assessments of their own competencies, subordinates' self-assessments of their own competencies, supervisors assessments of their subordinates' competencies, and subordinates' assessments of their supervisors' competencies. We found that, significant differences existed between the managerial competency assessments of public officials with leadership positions and the assessments of their subordinates. This calls into question the validity and effectiveness of supervisors' assessments and peer assessments of managerial competencies in Chinese government. We offer both general and specific policy suggestions for improving the measurement of managerial competencies in China.

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“…Managers should measure whether the employee lives up to the Code of Ethics, embodies the attitudes and behaviors of an ideal employee, and constructively contributes to ethics-based initiatives. Use 360-degree performance appraisals to develop a holistic perspective of the employee, and to let all employees know that their opinions do matter (Carson 2006). This process reinforces the sense that the organization is a community of people sharing a common mission.…”

Section: Ethical Leadership Work Goals and Performance Appraisalsmentioning

confidence: 97%

Designing ethical organizations for spiritual growth and superior performance: an organization systems approach

Collins

2010

Journal of Management, Spirituality & Religion

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The emerging field of spirituality at work provides new energy to the well‐established field of business ethics and social responsibility by directing organizational leaders to achieve superior financial performance and productivity in harmony with ethical behavior and spiritual transcendence. This article provides a systematic model organizational leaders can implement to infuse ethics and spirituality throughout operations. The model recognizes that all employees are morally imperfect, and offers processes, practices, and structures that reinforce ethical behaviors and allow personal spirituality to flourish. The organization systems approach embraces the best practices for determining the ethics of job candidates, codes of ethics, ethical decision‐making, ethics and diversity training, ethics officers and hotlines, ethical leadership, ethical work goals and performance appraisals, environmental management, and community outreach. World peace and social justice requires the existence of ethical organizations that provide high‐quality goods and services and are places for spiritual growth and development.

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Saying it like it isn't: The pros and cons of 360-degree feedback

Cited by 26 publications

References 0 publications

A Comparison of Performance Evaluations of Students on Longitudinal Integrated Clerkships and Rotation-Based Clerkships

A Comparison of Performance Evaluations of Students on Longitudinal Integrated Clerkships and Rotation-Based Clerkships

Assessing Chinese Managerial Competencies from Different Perspectives

Designing ethical organizations for spiritual growth and superior performance: an organization systems approach

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