Difference between revisions of "360 Degree Feedback"

Difference between revisions of "360 Degree Feedback"

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(New page: {{Term|360 DEGREE FEEDBACK|Feedback provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases, feedback from external sources such as customer...)
 
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{{Term|360 DEGREE FEEDBACK|Feedback provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases, feedback from external sources such as customers and suppliers or other interested stakeholders.
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{{Term|360 DEGREE FEEDBACK|'''Feedback provided by subordinates, peers, and supervisors''', including also a '''self-assessment''' and, sometimes, feedback from customers and suppliers. 360 degree feedback is also known as "multi-rater feedback," "multisource feedback," or "multisource assessment", since it comes from all the people working with the employee. "360" is related to the '''360 degrees in a circle''': the person to be evaluated stays figuratively in the center of it.
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The person receiving the feedback often uses the results from 360 degree feedback to plan his/her training and development. Some organizations also make administrative decisions, such as pay or promotion, starting from this kind of feedback. <ref> [http://en.wikipedia.org/wiki/360-degree_feedback Wikipedia] (25 May 2009) </ref>}}
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In human resources or industrial/organizational psychology, 360-degree feedback, also known as "multi-rater feedback," "multisource feedback," or "multisource assessment," is feedback that comes from all around an employee. "360" refers to the 360 degrees in a circle, with an individual figuratively in the center of the circle. Feedback is provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases, feedback from external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers.
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The results from 360-degree feedback are often used by the person receiving the feedback to plan their training and development. Results are also used by some organizations in making administrative decisions, such as pay or promotion. When this is the case, the 360 assessment is for evaluation purposes, and is sometimes called a "360-degree review." However, there is a great deal of controversy as to whether 360-degree feedback should be used exclusively for development purposes, or should be used for appraisal purposes as well (Waldman et al., 1998). There is also controversy regarding whether 360-degree feedback improves employee performance, and it has even been suggested that it may decrease shareholder value (Pfau & Kay, 2002).<ref> [http://en.wikipedia.org/wiki/360-degree_feedback Wikipedia] (25 May 2009) </ref>
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Revision as of 14:11, 25 May 2009

Term2.png 360 DEGREE FEEDBACK
Feedback provided by subordinates, peers, and supervisors, including also a self-assessment and, sometimes, feedback from customers and suppliers. 360 degree feedback is also known as "multi-rater feedback," "multisource feedback," or "multisource assessment", since it comes from all the people working with the employee. "360" is related to the 360 degrees in a circle: the person to be evaluated stays figuratively in the center of it. The person receiving the feedback often uses the results from 360 degree feedback to plan his/her training and development. Some organizations also make administrative decisions, such as pay or promotion, starting from this kind of feedback. [1]


REFERENCES

  1. ↑ Wikipedia (25 May 2009)
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