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A Literature Review of 360-DEGREE Feedback as a Tool of Leadership Development
The process in which subordinates, peers, bosses, and/or customers provide anonymous feedback to recipients grown during the past decade (Waldman and 360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports. A mixture of about eight to twelve people fill out an anonymous on feedback form that asks questions covering a broad range of workplace competencies. The feedback forms include questions that are measured on a rating scale and also ask raters to provide written comments. The person receiving feedback also fills out a self-rating survey that includes the same survey questions that others receive in their forms. In human resources or industrial psychology, 360-degree feedback as multi-rater feedback, multi source feedback, assessment, is feedback that comes from members of an employee's immediate work circle. Most of...
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International Journal of Economics and Management Studies, 2016
If we had to identify the major areas of growth in relation to techniques for supporting leadership development, it would have to include use of 360 degree feedback. At two recent US conferences (The 24th International Congress on Assessment Centre Methods, May 1996, held in Washington, DC, and the First Annual Leadership Development Conference held in October 1996 in Boston), dedicated to presentations by researchers and practitioners on the subject of leadership assessment and development, the topic of multi-rater or multi-source feedback, as it is also known, formed a key component. This paper will outline some of the reasons why this is the case, and some of the research findings that have emerged in the last few years including issues relating to gender and perceptions of leadership. It will also describe how the author has been involved in introducing 360 degree feedback processes in several public sector organizations in the UK, together with lessons that have emerged.
International Journal of Selection and …, 1998
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360 degree feedback, itself gives a clear picture of the organization being flexible, and adaptive as per the need of the people in the organisation. 360 degree feedback is a process of evaluation where usually feedback is taken from superior, peers, subordinates, worker and customers and after the evaluation is over the feedback is shared with the worker by the manager giving them a clear picture and even hinting at their growth by giving developmental sessions. 360 degree feedback is utilized for two purposes i.e. assessment and development. This paper presents the study of past literatures of job satisfaction between the years 1995 to 2013. The purpose is to find out the contribution of 360 degree feedback to the organizations and its growth. From the review of extant literature, it has been found that 360 degree feedback is a process which is valued by the employees as it helps in their career growth, career development as well as it helps with higher level of organizational performance.
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Performance appraisal is an important process for individuals as well as for organizations, and yet it is challenging to find the appropriate tools due to many problems. Subjectivity was one of the problems faced by organizations when it comes to apprise its employees. 360-degree feedback often served as the best alternative to minimize the issue and still is not flawless. Specific preparations needed to perform feedback appropriately, are easily overlooked. A review of 360-degree feedback practices in three organizations in Bandung showed that applying proper 360-degree feedback was a long and complex road. The organizations did not apply the entire procedure/steps as prescribed. Cultural variable (high power distance) and the awareness of the role of the organization's culture were deem important to set up right prior to 360-degree feedback deployment, so the intended goal of the assessment can be achieved.
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Organizations have employed 360-degree feedback as a tool for performance assessment and employee development for almost a decade now, with reasonable success. However, as there are always two sides to everything, 360-degree as an assessment tool is not an exception. Due caution may have to be employed by organizations, before they use this tool for assessment. Authors attempted to investigate the perception of the middle-level managers, working in different sectors, in the cities of Bangalore and Mysore, on the 360-degree feedback process. Data revealed that the average importance level assigned to the issues of overall 360-degree feedback process, by the respondents, was significantly different. Also, there was significant sector-specific difference between average importance levels assigned to the issues of overall 360-degree feedback process. However, there was no gender-specific difference in the average importance level assigned to the issues. Based on the research findings, HR Departments may initiate in-depth employee opinion survey to investigate whether the managers forwarded socially acceptable responses. Also, HR Departments of the respective companies need to investigate the parameters of the respective company’s culture. Further cross-sectoral studies are also needed to substantial the present study findings
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A literature review of 360-degree feedback as a tool of leadership development
The 360 degree feedback provides valuable insight and helps to unveil areas of concern or improvement, so as to make any necessary changes. 360 degree feedback method is perfect to assess leadership qualities and also how the managers and supervisors are perceived by the employees and thus, is an effective way to growth and development within an organization. Since this kind of feedback and appraisal method is so comprehensive and thorough, it tends to be taken more personally. The 360 degree feedback method is quite beneficial for the business organizations, as it helps to identify the strengths, as well as weaknesses, of the employees and to figure out effective ways to work upon them. Also, it gives a brilliant opportunity to the employees to improve their performance and productivity.
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This literature review was conducted on 360 degree feedback practice with performance evaluation purposes. The aim of this review was to define and discuss the 360 degree feedback; contrasting the ...
360 degree feedback, itself gives a clear picture of the organization being flexible, and adaptive as per the need of the people in the organisation. 360 degree feedback is a process of evaluation where usually feedback is taken from superior, peers, subordinates, worker and customers and after the evaluation is over the feedback is shared with the worker by the manager giving them a clear ...
The process in which subordinates, peers, bosses, and/or customers provide anonymous feedback to recipients grown during the past decade (Waldman and 360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports. A mixture of about eight to ...
Figure 1. Fifteen key questions about leveraging 360-degree feedback. The intent of this article is to update prior "best practices" suggestions for coaches on 15 important questions (see Figure 1) that typically arise on the use of 360-degree feedback (Nowack, 1999). In particular, this article will update the expanding literature on ...
The following best practices can ensure an effective 360‐degree intervention: Clarify the purpose for every member of the organization. Clarify rater anonymity, accountability, and selection. Prepare participants. Review and interpret feedback results. Develop an action plan. Follow‐up.
As part of the whole 360-degree feedback process, some studies looked at how various raters of performance were used (Morgan et al., 2005). External customer ratings were included in some research ...
Leveraging the Impact of 360-Degree Feedback is a hands-on guide for implementing and maintaining effective 360-degree feedback as part of learning and development initiatives. Written for ...
This literature review was conducted on 360 degree feedback practice with performance evaluation purposes. The aim of this review was to define and discuss the 360 degree feedback; contrasting the process with the other methods and identifying whether this is a good way of performing appraising or not. The superiority of multi-rater feedback to ...
The purpose is to find out the contribution of 360 degree feedback to the organizations and its growth. From the review of extant literature, it has been found that 360 degree feedback is a process which is valued by the employees as it helps in their career growth, career development as well as it helps with higher level of organizational ...
Feedback is widely acknowledged as the crux of a learning process. Multiplicities of research studies have been advanced to address the common cri de coeur of teachers and students for a constructive and effective feedback mechanism in the current higher educational settings. Nevertheless, existing pedagogical approaches in feedback are fragmented and ad hoc in nature. Taken in isolation, each ...
This literature review was conducted on 360 degree feedback practice with performance evaluation purposes. The aim of this review was to define and discuss the 360 degree feedback; contrasting the process ... the majority of authors in the literature claim that there is a correlation between multi-rater feedback and performance evaluations ...
Danielson and McGreal recognize the value of 360-degree feedback systems as a data collection option in the teacher evalua-tion process. The 360-degree feedback is a contemporary feedback strat-egy focused on building professional growth. The 360-degree feedback procedure relies upon feedback from peers, subordinates, supervisors, and
360 degree feedback can make more value additions to an organization. This review of literature is an attempt to the last couple of years. II.OBJECTIVES OF THE STUDY The major objectives of the review are: To explore the kind of extant research undertaken and available in the field of 360 degree feedback. ...
The goal is to determine the contribution of 360-degree feedback to the organization and its growth. A review of the existing literature shows that 360-degree feedback is a process that employees value because it contributes to their career development, career growth, and high levels of organizational performance.
Such use of 360-degree feedback could. produce negative reactions from participants. (2) Written and descriptive 360-. degree feedback may be more helpful than rating-scale information. (3 ...
360 degree feedback, itself gives a clear picture of the organization being flexible, and adaptive as per the need of the people in the organisation. 360 degree feedback is a process of evaluation where usually feedback is taken from superior, peers, subordinates, worker and customers and after the evaluation is over the feedback is shared with the worker by the manager giving them a clear ...
Three-hundred and sixty degree feedback has become one of the most popular HR practices of the last ten years (CIPD, 2003; Kearns, 2004). Analyses concerning the prevalence of 360-degree feedback in the UK have found that up to 50 per cent of medium-sized and large organisations had implemented such a process.
The process in which subordinates, peers, bosses, and/or customers provide anonymous feedback to recipients grown during the past decade (Waldman and 360 Degree Feedback is a system or process in which employees receive confidential, anonymous
The 360 degree feedback provides valuable insight and helps to unveil areas of concern or improvement, so as to make any necessary changes. 360 degree feedback method is perfect to assess leadership qualities and also how the managers and supervisors are perceived by the employees and thus, is an effective way to growth and development within an organization.
Feedback refers to any information about a person's performance which is used as a basis for improvement. In organisations, it can be called 'performance feedback', and is often defined as 'actions taken by (an) external agent(s) to provide information regarding some aspect(s) of one's task performance'.2.