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Peers

modern performance Supervisors


appraisal Subordinates
Clients

feedback
360 approach
Sues....
is
is
issues traditional
approach

topDown

Ranking bias
unreliable

 subjective

inaccurate
singleSource
synDrome

one is
supervIsor EVERYgood

subordInate YOU
are theboss
synDrome

$100,000
A $40,000 A $40,000
B $40,100 B $40,100
C $20,000 C $20,000
top

bottom
A
new
new pproach ....
how to

KICK
it?
HR balanced
needs

newMeasurement
ensure Reliability of PA from Different
point of views
T
in
in roducing....
roducing....
Bailey and Austin (2006)

“surveys in Britain and the United States have established that organizations’
use of multiple source multiplerater (MSMR) feedback

systems such as 360 degree feedback for


developmental purposes has increased steadily
since their introduction ”
Bailey, C., & Austin, M. (2006). 360 Degree Feedback and Developmental Outcomes: The Role of Feedback Characteristics, Self-Efficacy and
Importance of Feedback Dimensions to Focal Managers’ Current Role. International Journal of Selection and Assesment, 14(1), 51 - 66.
Put stat here
360feedback Thach (2002)
self
awareness
top
management
leadership
skills

high-potential
managers

Thach, E. C. (2002). The impact of executive coaching and 360 feedback on leadership effectiveness.
Leadership & Organizational Development Journal, 23(4), 205 - 214.
increased

leadership
effectiveness
Objectives

Honest Accurate
Perceptions

VALID

360feedback
meet Alison
Chief Information Officer

360 feedback
the iDea of

360 feedback
Who?? is to capture different

information and insight

clients peers subordinates


How do they WORK??

1
messy
How do they WORK??

2
hard workers
anonymous feedbacks

secretly
“I like the feedback process from my peers and direct reports, and
that this portion of it is confidential so that they can be
honest and direct”
“Direct feedback provides the best basis for
personal growth”

“I appreciated receiving feedback


particularly from my Direct Reports”

Thach (2002)
honestInformation
implementation

openCulture

employees’Readiness
howe Ver....
implementation

X
openCulture

or

X
employees’Readiness
conc Lusion....
Waldman, Altwater and Antonioni (1998)

focus
balanced images
performance Grievance rates

value 360 feedback employee


Satisfaction
manager line
customers clients

recruiting
output
Waldman, D. A., Atwater, L. E., & Antonioni, D. (1993). Has 360 Degree Feedback Gone Amok?. The
Academy of Management Executive, 12(2), 86 - 94.
reliableEmployees

goodLeadership

improves
360feedback
enhances
provides

sharingEnvironment

organizations’Culture
feedback
360
feedback
360

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