Summary: Has 360 degree feedback gone amock?

FIGURE 11.2 360-degree feedbackSummary of “Has 360 feedback gone amok?” by David A. Waldman, Leanne E. Atwater and David Antonioni published on May 1998, The Academy of Management Executive, Volume 12, Issue 2.

Three hundred and sixty degree feedback for an employee programs involve feedback from four sources:

  • Downward from the supervisor
  • Upward from the subordinates
  • Laterally from peers
  • Inward from the target employee himself

Logical, performance-based reasons for adopting 360 Degree feedback

  • Management and leadership development
  • Organizational change and improvement

Other reasons for adopting 360 Degree feedback

  • Imitating competitors – Imitating without a clear understanding of what other firms have accomplished or the likely outcome is a questionable strategy.
  • Expansion of formal appraisal processes – If a manager’s 360 ratings depend on creating a positive or even relaxed climate, these factors may actually detract from work directly geared toward bottom-line results.
  • Political purposes – Organizations may embrace 360 feedback to convey an impression of openness and participation to clients or recruits when, in fact, this is not part of the organization’s culture/

Creating an effective 360-degree feedback program

  • Make consultants/Internal champions accountable for results and customization
  • Engage is pilot test initiative
  • Create focus groups to identify effectiveness criteria measures
  • Evaluate using a Pre-Post control group design
  • Be careful what you measure and how it’s used
  • Train raters
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