The 360-Degree Instrument and Performance

Size: px
Start display at page:

Download "The 360-Degree Instrument and Performance"

Transcription

1 The 360-Degree Instrument and Performance A Literature Review on the Analysis of the effectiveness of 360-degree feedback instruments and their impact on management performance and corporate earnings. Craig Sasse, Ph.D. Vice President, Information LeaderPoint Copyright: LeaderPoint

2 360-Degree and Performance 2 Background The use of 360-degree feedback instruments has become widely popular, with most Fortune 1000 firms now using it in some form (90% according to Filipczak et al. 1996). The significance of the trend is borne out by the dozens of articles on this topic over the past ten years. The common rationale cited by most advocates of 360s is that it is a tool that leads to management development. At least some point out other hidden reasons that 360s have been so readily adopted without much empirical evidence that they work. Specifically, firms are 1) simply imitating (indicating it may be a fad), 2) leveraging cost by using them as performance appraisal tools, and/or 3) providing impression management to show they are doing something in the face of rampant change (Waldman et al. 1998). Commentators cite other possible benefits of 360s. First, they can create participative work environments. That is, the use of the 360 allows subordinates to give feedback to managers and thus to have a say about their work environment. Secondly, they can become a mechanism to get valuable feedback from customers (e.g., London & Beatty 1993). Underlying theoretical support for 360s comes from psychology. In psychological literature, 360s would be classified as a form of feedback intervention (FI). One advantage trumpeted by 360 advocates is that it is a multi-rater tool, allowing managers to get feedback that would not be observable by the bosses. In a meta-analysis of FI studies over the span of several decades, the authors found that FIs are usually effective, but not always (Kluger & DeNisi 1996). In fact, they concluded that studies show a wide variability in what effects FIs make on performance, with 38% of the cases resulting in decreased performance as a result of the FI.

3 360-Degree and Performance 3 Background (Cont.) While most articles are positive about 360s (or at least their potential) 1 and their potential for development, many also cite caveats and report common misuse of the instrument. Among the problems cited: They are mixed with performance appraisal processes. There was wide agreement among commentators that this tended to compromise development goals. They were susceptible to poor design. Specifically, it is hard to write good questions. Furthermore, those questions need to be the right questions based on the specific context of the job and point of view of the assessor. Feedback is delivered poorly or inappropriately. First, it is imperative that the targets (manager under review) be able to interpret their feedback too much feedback can lead to distorted interpretations, too little can lead to shallow, inconsequential feedback. Second, the way it is delivered can cause the feedback to draw the attention to personal space rather than focus on the task. For example Kluger and DiNisi (1996) report that feedback delivered via computer was more effective than that delivered in person. People (assessors and assessees) can often try to game the system. For example, give high marks for a boss you want to see promoted far, far away (Filipczak et al. 1996). Analysis While most advocates agree that 360s should be used primarily, if not exclusively, for development, it appears that these development-only policies are difficult to initiate and nearly impossible to keep. That is, even those firms (a majority according to reports) that intend to use the 360 as primarily a development tool tend to eventually use them for performance appraisal also. For one thing, information that comes from the 360s is nearly impossible to keep locked up. Vinson (1996) quotes one HR manager, How can a boss be aware of an employee s feedback and not use it in his or her performance review and not let it affect that person s salary advancement? Perhaps a bigger reason that companies end up using it for performance appraisal is the belief that behavior will only change if there is some element of evaluation. Consider London and Beatty (1993) who, while agreeing that mixing development and appraisal purposes is problematic, conclude using feedback for development only can impede the effective use of the results unless there is a requirement for the manager to be responsible to the feedback (p. 367). 1 While most of the authors cited in this report were clear about the potential problems with 360s, they also had recommendations on how to do them better. This indicates they believe there is some underlying basis for them. When Kay (Arapoff 1999) reported that his study showed 360s were negatively associated with a firm s market value, he noted that this finding was counter-intuitive and went against conventional wisdom [that] would have us believe [360s] are like mom and apple pie...

4 360-Degree and Performance 4 Analysis (Cont.) Despite the relatively simple technology in using the 360 degree, its costs for the company are potentially much higher than expected. First, there seems to be some agreement that 360s are not a one-shot deal, but must be used consistently over several years (DeNisi & Kluger 2000; Snader 1997). Second, using the simpler structured instruments that Center for Creative Leadership puts out ($195 per assessee) can defeat the developmental purposes because the feedback and interpretation is too difficult (i.e., comparative results are complicated by a variety of situation-specific factors; see Ghorpade 2000). On the other hand, constructing a custom instrument that is specific to the performance requirements for the company demands significantly more time and money to develop. Finally, the best way to overcome the interpretation of results problem is to invest in consultants or at least invest time from support people to deliver and consult with target managers. DeNisi and Kluger (2000) suggest that personal coaches may be the key especially when dealing with inconsistent findings among the different raters (another problem that makes interpretation difficult). Using 360s for performance appraisal is problematic because it can easily become counterproductive to development purposes. When the 360 is understood to be part of performance appraisal, the target manager could easily revert to a prevention mode work to prevent punishment. Theoretically, DeNisi and Kluger (2000) note that their tested theory of feedback intervention predicts that whenever the feedback tends to focus the target on self rather than the task, the effect of the feedback will be negative in terms of performance. Thus, for example, negative feedback might make the target defensive and more likely to question the validity of the data (e.g., London & Beatty 1993 and Snader 1997). Furthermore, London, Wholers, and Gallagher (1990) found in a study that 34% of subordinates reported that they would respond differently to the 360 questions if it was used as part of the boss s performance appraisal. Receiving honest and valid feedback is no guarantee for change in behavior. First, honest feedback may still be invalid. Ghorpade (2000) suggests that one of the paradoxes of anonymous ratings is that while they may lead to more honest comments and statements, they may still not be valid. For example, the assessor may simply lack the information to provide accurate ratings or have wrong information about the specific roles in question. Secondly, even if the feedback is accurate and valid, there is no guarantee that behavior will change. Vinson (1996) notes that there are a lot of reasons for a person not to act on feedback such as being too busy, doubt the feedback, be uncertain about how to translate feedback into behavior. Furthermore, Waldman (1998) notes that despite all the literature there is a dearth of real data supporting actual change of behavior by managers as a result of 360 feedback mechanisms.

5 360-Degree and Performance 5 Analysis (Cont.) The likelihood that the 360s will become an effective development tool may depend on the stability of the work context and level of management being assessed. It is generally agreed that 360-degree mechanisms will fall to the lowest common denominator if the company climate is politically charged or morale and trust are low (e.g., Ghorpade 2000). More importantly, the more senior the management level, apparently the least likely the 360 will provide useful development help. For one thing, these people are the least likely to get honest responses from subordinates (Vinson 1996; Ghorpade 2000). Secondly, the work of these positions is more complex, which according to DeNisi and Kluger (2000) makes feedback interventions in general less likely to improve performance (based on the fact that as the complexity of the job increases the ability to use frequent feedback is decreased due to the full attention required to the task itself). 2 Specific to senior management, the work of these managers tends to be more invisible to peers and especially subordinates, thus making it difficult to get valid feedback in the first place. Conclusion As a final conclusion it seems that 360-degree feedback as a development tool for managers must overcome several barriers for it to result in positive change in behavior and performance. The first barrier is the questions themselves they must be appropriate in content and in comprehensibility so that valid information is derived. Generic, canned questionnaires are less likely to fulfill this need. The second barrier is the assessors themselves. Because they are human and individuals, they may have many different motivations and knowledge guiding their responses. As mentioned in the analysis, a politically charged environment invites gaming situations that seriously compromise the feedback. A third barrier is the implementation of the instrument. Not only can performance appraisal mechanisms confuse the process (leading to different responses by assessors), but it can affect the way it is received by the target. As noted earlier, when subordinates know that the feedback is also part of performance appraisal, they will often respond differently. 2 Consider the example by DiNisi and Kluger (2000) a broker trying to put together a complicated consortium to underwrite an IPO wold find feedback about his or her performance along the way rather distracting, and it would interfere with how well the whole deal came together. Feedback given at the end of the sale, however, might well be extremely useful to that broker.

6 360-Degree and Performance 6 Conclusion (Cont.) A fourth barrier is interpretation of the feedback by the target. As Kluger and DeNisi (1996) point out, if the nature of the feedback is at a low level (based on the details of the work), it will only lead to a positive change in behavior if it leads the target to generate accurate hypotheses about how to improve performance. Furthermore, the authors point out, this feedback can take the focus away from the desired performance (i.e., confusing task details with the task). A fifth barrier is the target (person receiving feedback) himself. Vinson (1996) notes that many strong personalities need massive doses of feedback to even start changing. DeNisi and Kluger (2000) note that if the target interprets the feedback at a self level, then it will likely have a negative impact on performance. In any case, the target is an important variable in determining whether the feedback data will be distorted and whether it will be used at all. Thus, it is easy to see why a Watson Wyatt study found the practice of 360- degree programs in public companies was actually associated with a decrease in the company s market value. As Arapoff (1999) asserts, [360-degree feedback] practices are very prone to misimplementation, and therefore must be implemented as flawlessly as possible.

7 360-Degree and Performance 7 Annotated Bibliography Arapoff, J. (1999). Human capital index: Measuring your organization s greatest asset. Strategy@Work. The basis of this article is a study conducted by Watson Wyatt to find out how a variety of human resource factors impact the shareholder value. The study included 405 publicly held companies and asked them a battery of questions about various HR issues (e.g., after working through the data they came up with categories like recruiting excellence, workplace environment, and prudent use of resources). Their method was simply to survey these firms, compile the data from the surveys and the relevant performance of the companies, and then run a series of statistical tests (regression and factor analysis). From the study it was found that 360-degree feedback systems actually were associated with decrease in market value. The author asserts that one of the reasons for this finding is because the 360-degree practice is prone to misimplementation. The end result is that the 360 becomes in these cases a poor use of resources. DeNisi, A., Kluger, A. (2000). Feedback effectiveness: Can 360-degree appraisals be improved? Academy of Management Executive, 14 (1), Based on their earlier study the authors conclude that feedback interventions usually are effective, but that a significant number of times they are actually negative (38%, based on their meta analysis). Although their model for feedback interventions is complex, one thing it does predict is that as the target shifts the focus to self (rather than on the task or performance), the effectiveness of the feedback is going to lessen. Focus on goals at this level always has the potential for impairing performance because they deal with issues that are basic to how we view ourselves, and dealing with such issues requires considerable cognitive resources... Furthermore, since attention at this level deals with important self-concepts, feedback interventions that focus attention here often produce strong affective reactions (despair, disappointment, or even elation) that can also interfere with task performance (132). Advantages of 360s: provides multi-source information making the feedback potentially richer. More importantly, it allows the correct people to rate the various things (subordinates can rate some things that bosses can t, customers can rate others that neither can).

8 360-Degree and Performance 8 DeNisi & Kluger (Cont.) The authors use their meta analysis study from 1996 to apply to the specific 360-degree instrument. They reiterate that there should be no assumption that performance will improve because there is feedback. Although they say that 360s have some sound underlying ideas, they note that there are many factors that will degrade their effectiveness. The underlying theory they draw is from their own research on feedback interventions (FIs). Most notably, any factors in the 360 that tend focus the target on the self will render the feedback less effective. The most typical conditions that will create this self focus are 1) use of comparative data (compare sources to each other and the self ratings), 2) job-related consequences such as performance appraisal. In addition, feedback for complex jobs such as higher-level managers will often hurt performance as it interferes with performance focus (based on the cognitive resources required to manage and interpret the feedback). The authors note that there are no real data to confirm whether these instruments are effective, and that the firm should evaluate the effectiveness of the 360 degree systems, first. Based on the authors suggestions for doing a 360 correctly, it is not inexpensive. First, they suggest that the feedback should be done regularly not just once so that targets can gauge improvement. Also, in order to do the critical work of interpreting and acting upon the feedback, coaches should be made available to make this happen personal coaches may be the key to dealing with the inherent discrepancies found in 360-degree ratings (137). Consistent w/ other articles, the authors note the potential problems when 360s have the dual purpose of providing development feedback and administrative decisions. They also note the tendency of many firms to go from just the former to both (see article by London to find out why they tend to do this). Filipczak, B., Hequet, M., Lee, C., Picard, M., & Stamps, D. (1996). 360 degree feedback: Will the circle be broken? Training, 33 (10), 24. Misuse of 360 degree is rampant because of poor or inappropriate questions and because participants try to game the system.

9 360-Degree and Performance 9 Ghorpade, J. (2000). Managing five paradoxes of 360-degree feedback. Academy of Management Executive, 14 (1), Lays out five paradoxes associated with 360-degree feedback. One of the paradoxes is anonymous ratings and the assertions that honest ratings do not necessarily mean valid ones. This paradox becomes more problematic as you move up the ladder to senior level positions because these positions are more complex and more hidden to the raters. In general management, this is especially relevant because many of the important behaviors are invisible to the raters. While these can be honest (and inaccurate) evaluations, there can be dishonest ratings because of anonymity in zero-sum (perceived anyway) situations. Consistent with other reports, 360-degree will fall to lowest common denominator if the company climate is politically charged or morale and trust are low. There are two basic continuums for types of feedback instruments: 1) generic vs. context-specific and 2) structured or quantitative vs. qualitative. Places like the Center for Creative Leadership offer a structured, quantitative generic form that is inexpensive; however, it creates problems in its usefulness because it is difficult to make any meaningful conclusions from the quantitative data. Context-specific questions can be much more rich, but require significantly more resources in developing and implementing. Kluger, A., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary intervention theory. Psychological Bulletin, 119 (2), This study makes thorough analysis of feedback intervention (FI) research and literature. It gives a full rendering of background, including theories that have been used in FI literature. For example, the authors talk about control and goal-setting theories. Both of these theories recognize that people have several behavioral options in reacting to a feedback-standard discrepancy (goal says people will try to achieve the goal while control says people will try to eliminate the discrepancy). The overall finding was that effects of FI on performance are highly variable. FIs are double-edged swords because FIs do not always increase performance and under certain condition are detrimental to performance (p. 175). The authors go on to assert that there are several factors (called FI cues) that either attenuate or augment performance. For example, praise was shown to be an attenuating effect on performance (in general, the sign of the feedback had no effect one way or the other). In general those FIs that got the targets to focus on the task rather an from a personal standpoint were found to be more effective (275).

10 360-Degree and Performance 10 Kluger & DeNisi (Cont.) The FI theory proposed by the authors presumes that attention is hierarchical. In their model, they have three levels of attention (highest to lowest): meta-task process usually tied to self, task motivation, and task learning level. What are they Meta-task: these are highest level and usually focus the target on concept of self Task Motivation: these are middle level and related directly to the target task. Task Learning Motivation: these are related to the how the task might be done *From Kluger and DeNisi (1996) The three attention levels of FI Possible effects on Performance Tend to put focus on self. This causes the biggest potential problem in terms of improving performance. When reflecting or considering issues of self and self-concept (like am I cut out to do this work) takes away cognitive resources that could be used to simply improve task. FIs that place attention on this level can cause affective reactions (e.g., become defensive) that are counterproductive it improving performance). The person is an important variable in determining the FI s impact. Tend to put focus on closing the gap between actual performance and performance goal. This is the desired level and affords the best chance for improving performance. Tends to put focus on the details of the performance. This can be effective if it leads us to generate accurate hypotheses about how to improve performance. Furthermore, this feedback can take the focus away from the desired performance (i.e., confuse the target as the detail not the task). FI effect is dependent on the nature of the task. Simple-task performance benefited from FIs more than complex-task performances. London, M., & Beatty, R. (Summer/Fall, 1993). 360-degree feedback as a competitive advantage. Human Resource Management, 32, Authors give uses and rationale for the feedback survey as a possible way to enhance a firm s competitive advantage. One interesting point derived from the article is the difficulty keeping 360-degree results purely formative and not tied to appraisal. While they acknowledge the problems with using it for both, they recognize the dilemma when the feedback is just developmental there seems to be no compelling reason for the manager to change behavior. The crux of the dilemma: Using peer and subordinate ratings for evaluation requires greater sensitivity, because managers are more likely to be put on the defensive and to respond to feedback by criticizing the validity of the data, an issue that is usually less critical in the developmental context. However, using feedback for development only can impede the effective use of the results unless there is a requirement for the manager to be responsible to the feedback (p. 367). By this logic, the authors suggest a two-step process that starts with formative feedback leading to input for supervisors making pay and promotion decisions. Add to this dilemma: 34% of subordinates report that they would respond differently to the survey if it was used as part of the boss s performance appraisal.

11 360-Degree and Performance 11 London, M., & Beatty, R. The authors also give the reasons why 360 feedback is useful: 1) Creates more participative work environment, 2) can get valuable feedback from customers (provides communication link), 3) allows for behavioral feedback in areas the supervisor or boss cannot know. As other articles have noted, problems with 360-degree often have to do with implementation. For example, it has been noted that many 360 programs are carried out in the absence of a strategic context and are not focused upon contributions to a firm s competitive advantage. (p. 355). Other possible problems w/ the tool are the possibility for selective perception and information distortion. This phenomenon is especially ripe when there is conflicting information. Another interesting point is how the target receives the results. The authors assert that the more detailed the report, the more difficult the interpretation, the more likely the target will distort the information or make the results fit their own bias (369). Thus, careful thought must be given in how to report the results to targets with the ideal to make the interpretations for them or at least make strong assertive conclusions about behavior. The dilemma is how to get the target to take ownership for the results and interpretation so that behavior changes are likely to occur? The authors make the distinction between what the manager does and how he or she does it. First, they point to Jack Welch s practice of rating managers on performance and congruence w/ company values. This implies that it is not just what performance the manager generates but how he does it. The 360-degree results could be used to identify how the manager behaves not just what he produces. In this way, the 360 degree would seem to serve as sort of a control (tactic) for the supervising manager its effectiveness being determined by how well the instrument was created (criteria and evaluations). London, M., Wohlers, A.J., & Gallagher, P. (1990). 360 degree feedback surveys: A source of feedback to guide management development. Journal of Management Development, 9, This article cites the finding from its research study that 34% of subordinates reported they would rate their boss differently if they knew performance appraisal was effected by their anonymous input. Snader, J. (1997). Misusing Feedback. Executive Excellence, 14 (1), 4. Lists 6 ways 360 feedback mechanism is misused. 1) Don t take the crucial planning step of determining what to measure; 2) They are viewed negatively based on timing; 3) Goes from assessment to salary review; 4) Don t match instrument with job positions; 5) Feedback is delivered poorly (can be blindsided and hurt); 6) Is done only once. You must keep doing it. Snader is a CEO and a proponent of 360 and has used them in the pharmaceutical industry.

12 360-Degree and Performance 12 Vinson, M. (1996). The pros and cons of 360-degree feedback: Making it work. Training & Development, 50 (4), Should not combine development and appraisal, but this is hard to do even when it is made policy. As one HR manager says, How can a boss be aware of an employee s feedback and not use it in his or her performance review and not let it affect that person s salary advancement. Vinson also notes that interpreting the feedback is important and should usually be done in consultation with someone else. Based on some direct experiences using 360-degree feedback Vinson makes the following observations. The problem is, first, it is hard for the most senior executives to get honest feedback from subordinates (and it is unlikely that the few people above them will take the time to do one). Secondly, even when prompted many of these senior executives never requested any help. Furthermore, when they were asked how they used the feedback some said they tried to pay attention to what everyone was saying. A lukewarm recommendation for any effect on performance, Vinson says that all of the managers admitted that it was very easy to slip back into their usual behavior (the mindset was not changed). Waldman, D., Atwater, L., & Antonioni, D. (1998). Has 360 feedback gone amok? The Academy of Management Executive, 12 (2), Reasons for adopting the 360-degree. Stated reasons include changing behavior through multi-rater feedback and the desire to promote a participatory work environment. However, the authors note three possible unstated reasons 360 mechanisms are used. First, it is to imitate a popular trend to keep up with the competition. One rationale for this imitation is the tremendous flux and change going on in companies and the need to find competitive advantage in management. Second, as a performance appraisal mechanism. Third, it is used for political purposes as a form of impression management. Depending on how it is adopted, it can be a relatively inexpensive way to show the firm is doing something.

360-degree Feedback: A summary evaluation

360-degree Feedback: A summary evaluation 360-degree Feedback: A summary evaluation William J Fear Copyright William James Fear 2014. The author asserts their rights over this text according to copyright law. All rights reserved by the Author.

More information

Longitudinal Evaluation of a 360 Feedback Program: Implications for Best Practices

Longitudinal Evaluation of a 360 Feedback Program: Implications for Best Practices : Implications for Best Practices Kenneth M. Nowack, Ph.D. Consulting Tools Inc. knowack@consultingtools.com 310-450-8397 Paper presented at the 20 th Annual Conference of the Society for Industrial and

More information

360-DEGREE FEEDBACK. Performance Management Series Part II. By Leslie A. Weatherly, SPHR, HR Content Expert

360-DEGREE FEEDBACK. Performance Management Series Part II. By Leslie A. Weatherly, SPHR, HR Content Expert 360-DEGREE FEEDBACK Performance Management Series Part II By Leslie A. Weatherly, SPHR, HR Content Expert Note: This Dilbert strip is not part of the SHRM article. What is 360-Degree Feedback? The 360-degree

More information

Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, Kenya

Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, Kenya Journal of Emerging Trends in Economics and Management Sciences (JETEMS) 5(3):330-335 Scholarlink Research Institute Journals, 2014 (ISSN: 2141-7024) jetems.scholarlinkresearch.org Journal of Emerging

More information

360 Multi-Source Multi Rater Feedback A General Overview

360 Multi-Source Multi Rater Feedback A General Overview FYI LEADERSHIP 360 Multi-Source Multi Rater Feedback A General Overview Revised: March 2014 Summary: This FYI contains information on the background and history of 360 multi-source feedback, things to

More information

Preparation for 360-degree Feedback in Leadership Development Programs and Executive Coaching

Preparation for 360-degree Feedback in Leadership Development Programs and Executive Coaching Preparation for 360-degree Feedback in Leadership Development Programs and Executive Coaching This technical note was written by Prof. Konstantin Korotov of the European School of Management and Technology

More information

Title The possibilities of 360 degree feedback incorporated into school based performance management systems.

Title The possibilities of 360 degree feedback incorporated into school based performance management systems. Title The possibilities of 360 degree feedback incorporated into school based performance management systems. John Petrie Principal Gulf Harbour School Sabbatical report Term 3 2009. Acknowledgements Thank

More information

Coaches Coach, Players Play, and Companies Win

Coaches Coach, Players Play, and Companies Win Coaches Coach, Players Play, and Companies Win Patrick C. Caironi Pennsylvania State University Executive coaching has been a part of business consulting for some time now, and according to London (2002),

More information

A Guide To Understanding Your 360- Degree Feedback Results

A Guide To Understanding Your 360- Degree Feedback Results A Guide To Understanding Your 360- Degree Feedback Results 1 Table of Contents INTRODUCTION CORE BELIEFS... 1 PART ONE: UNDERSTANDING YOUR FEEDBACK... 2 360 Degree Feedback... 2 Evaluate Your Effectiveness...

More information

SU311 Why 360 Degree Feedback Doesn t Work and What to Do About It

SU311 Why 360 Degree Feedback Doesn t Work and What to Do About It SU311 Why 360 Degree Feedback Doesn t Work and What to Do About It ASTD 2007 International Conference & Exposition Atlanta, Georgia Kenneth M. Nowack, Ph.D. Envisia Learning 3435 Ocean Park Blvd, Suite

More information

A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal

A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal Karen N. Caruso, Ph.D. What is Performance Calibration? Performance Calibration

More information

A Blueprint for a Successful 360-Degree Feedback Intervention

A Blueprint for a Successful 360-Degree Feedback Intervention THE LINKAGE LEADER A Blueprint for a Successful 360-Degree Feedback Intervention By Greg Dracos and Gustavo Garcia As key members of Linkage, Inc. s Assessment Practice, Greg Dracos and Gustavo Garcia

More information

Are They the Same Thing? An ADP White Paper

Are They the Same Thing? An ADP White Paper Employee Satisfaction vs. Employee Engagement: Are They the Same Thing? An ADP White Paper Executive Summary There continues to be a lot of confusion in the HR industry around employee satisfaction and

More information

THE 360-DEGREE FEEDBACK AVALANCHE

THE 360-DEGREE FEEDBACK AVALANCHE THE 360-DEGREE FEEDBACK AVALANCHE This article was written by Roland Nagel and published in HRMonthly, September 1997. Roland Nagel has also written an article called 360-Feedback Covers All The Angles

More information

MAKING 360-DEGREE FEEDBACK EFFECTIVE * CHAU SO LING Hang Seng Management College, Hong Kong

MAKING 360-DEGREE FEEDBACK EFFECTIVE * CHAU SO LING Hang Seng Management College, Hong Kong Journal of Contemporary Issues in Business Research ISSN 2305-8277 (Online), 2012, Vol. 1, No. 2, 33-41. Copyright of the Academic Journals JCIBR All rights reserved. MAKING 360-DEGREE FEEDBACK EFFECTIVE

More information

The 360 Degree Feedback Advantage

The 360 Degree Feedback Advantage viapeople Insight - Whitepaper The 360 Degree Feedback Advantage How this powerful process can change your organization Karen N. Caruso, Ph.D. Amanda Seidler, Ph.D. The 360 Degree Feedback Advantage Champions

More information

Performance Management. Office of Human Resources

Performance Management. Office of Human Resources Performance Management Office of Human Resources Jean Prather, PHR DEVELOPING EMPLOYEES The conventional definition of management is getting work done through h people, but real management is developing

More information

360-DEGREE FEEDBACK DEFINED

360-DEGREE FEEDBACK DEFINED 34 360-degree feedback 360-degree feedback is a relatively new feature of performance management, although interest is growing. The Institute of Personnel and Development 2003 survey (Armstrong and Baron,

More information

Performance Development

Performance Development MIT Human Resources Performance Development A Toolkit for Managers Table of Contents The Vision for Performance Development at MIT.. 2 What do we mean by "Baseline" and "Best" Practices?... 3 MIT Performance

More information

Competency-based 360 Multi-Source Feedback

Competency-based 360 Multi-Source Feedback Competency-based 360 Multi-Source Feedback Contents INTRODUCTION 3 ESTABLISHING FEEDBACK GOALS 3 PROCESS AND RESOURCES 4 DELIVERING THE PROJECT 7 SELECTING A MULTI-SOURCE FEEDBACK SOFTWARE SOLUTION 9 360

More information

Coming Full Circle Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs

Coming Full Circle Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs Coming Full Circle Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs Frederick P. Morgeson Troy V. Mumford Michael A. Campion Michigan State University Utah State University

More information

EFFECTIVE PERFORMANCE APPRAISALS

EFFECTIVE PERFORMANCE APPRAISALS EFFECTIVE PERFORMANCE APPRAISALS When used correctly, the performance appraisal process is a useful technique to hold employees accountable for desired results, and aligning them with business strategy.

More information

WEEK SIX Performance Management

WEEK SIX Performance Management WEEK SIX Performance Management Performance Management: objective-setting and systematic performance review Monitoring Performance: control/monitoring systems, absence control and the design of disciplinary

More information

Best Practices to Ensure Impact

Best Practices to Ensure Impact 360-Degree Feedback Best Practices to Ensure Impact Executive Summary The 360-degree feedback process, in which direct reports, peers, bosses and/or customers provide behavioral and performance feedback

More information

Performance management is viewed as a necessary evil

Performance management is viewed as a necessary evil [ white paper ] Performance Management Best Practices: Part One, Program Design First of Two-Part Series By Stephen C. Schoonover, M.D., President, Schoonover Associates, LLC Performance management is

More information

Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture

Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture 3 29 Safety Matters! A Guide to Health & Safety at Work Chapter outline Leadership and Organisational Safety

More information

How To Teach Strategic Human Resource Management

How To Teach Strategic Human Resource Management STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) COURSE OVERVIEW It is now a cliché that employees are among the firm s most valued assets; both theory and practice agree on this assertion. Despite that, many

More information

Development at the top: Who really cares?

Development at the top: Who really cares? Development at the top: Who really cares? A survey of executive teams Erik de Haan Ashridge Business School Inge Wels Ashridge Business School Bill Lucas Talent Foundation Jonathan Winter Career Innovation

More information

360-Degree Assessment: An Overview

360-Degree Assessment: An Overview 360-Degree Assessment: An Overview United States Office of Personnel Management Performance Management and Incentive Awards Division This material was developed with the assistance of Human Technology,

More information

Unleashing your power through effective 360 feedback 1

Unleashing your power through effective 360 feedback 1 Consulting with organizations that are committed to being an employer of choice. Unleashing your power through effective 360 feedback 1 What is feedback? Feedback is input from others. It reflects the

More information

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing

More information

Chapter- I Introduction Chapter- I Introduction

Chapter- I Introduction Chapter- I Introduction Chapter- I Introduction Chapter- I Introduction Traditional performance appraisal involves bosses assessing their staff. Yet the people who actually work with us peers, subordinates, suppliers and customers

More information

360 Degrees Performance Appraisal

360 Degrees Performance Appraisal 360 Degrees Performance Appraisal Mrs. Neeshu Lecturer Government College, Gurgaon (HR) ABSTRACT: 360 Degree Performance Appraisal is an Industrial Psychology in Human Resource Management. It is also known

More information

Supervisor s Performance Management Guide

Supervisor s Performance Management Guide Supervisor s Performance Management Guide 1. Introduction... 2 2. Duties and Job Descriptions... 2 3. Supervisor s Role... 2 4. Goals & Employee Development... 3 5. Annual Performance Evaluation Process...

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

Running Head: EFFECTIVENESS OF MULTI-SOURCE FEEDBACK. A Field Study on the Impact of Multi-source Feedback. on Leadership Competency Development

Running Head: EFFECTIVENESS OF MULTI-SOURCE FEEDBACK. A Field Study on the Impact of Multi-source Feedback. on Leadership Competency Development Running Head: EFFECTIVENESS OF MULTI-SOURCE FEEDBACK A Field Study on the Impact of Multi-source Feedback on Leadership Competency Development Clarke Peterson Atlanta Leadership Consulting, LLC Guangrong

More information

Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5

Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5 P r o v i d i n g q u a l i t y f e e d b a c k a g o o d p r a c t i c e g u i d e Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5 Positive Feedback... 5 Developmental

More information

BEST PRACTICES IN UTILIZING 360 DEGREE FEEDBACK

BEST PRACTICES IN UTILIZING 360 DEGREE FEEDBACK BEST PRACTICES IN UTILIZING 360 DEGREE FEEDBACK Kenneth M. Nowack Ph.D. 3435 Ocean Park Blvd. Suite 214 Santa Monica, CA 90405 (310) 452-5130 (310) 450-0548 Fax www.envisialearning.com 2008 Envisia Learning

More information

Leadership Development: The Journey from Ideal Self to Legacy. Introduction

Leadership Development: The Journey from Ideal Self to Legacy. Introduction Leadership Development: The Journey from Ideal Self to Legacy Julie K. Wechsler, Ed.D. South Mountain Community College Frederick S. Wechsler, Ph.D., Psy.D., ABPP Arizona School of Professional Psychology

More information

Chapter 1: Scope of Thesis

Chapter 1: Scope of Thesis Chapter 1: Scope of Thesis 1.0 Introduction Performance can be defined as the record of outcomes produced on a specified job function or activity during a specified time period (Bernardin et al, 1995).

More information

THE ROLE OF MARKETING IN MULTINATIONAL SUBSIDIARIES: STANDARDIZATION VERSUS LOCALIZATION

THE ROLE OF MARKETING IN MULTINATIONAL SUBSIDIARIES: STANDARDIZATION VERSUS LOCALIZATION THE ROLE OF MARKETING IN MULTINATIONAL SUBSIDIARIES: STANDARDIZATION VERSUS LOCALIZATION Miroslav Karlíãek, Zuzana Chytková, Nikola Hofiej, Hana Mohelská, Jakub Fischer Introduction In the international

More information

Welcome to Part 1 of Performance Appraisal Training. This training is being provided by Human Resource Services.

Welcome to Part 1 of Performance Appraisal Training. This training is being provided by Human Resource Services. Presentation: Performance Appraisal Training Late Updated: 3/27/2012 Slide 1: Welcome to Part 1 of Performance Appraisal Training. This training is being provided by Human Resource Services. Slide 2: Learning

More information

How To Be A Successful Leader

How To Be A Successful Leader Leadership Development Program (Level I and Level II) PR O GR A M OV ER V IE W Our Leadership Development Programs (LDP Level I and Level II) are designed to address the development needs of managers and

More information

Employee Engagement Survey

Employee Engagement Survey Employee Engagement Survey (SAMPLE EXTENDED REPORT) Presented by: 11 River Street Wellesley Hills, MA 02481 Table of Contents Topic Page Introduction 2 Engagement Research 4 Quantitative Results - Averages

More information

What Do You Know About Performance Appraisals?(cont.)

What Do You Know About Performance Appraisals?(cont.) What Do You Know About Performance Appraisals? Performance appraisals need to be formal and highly-scripted affairs Employees need to be very involved in their performance appraisals Supervisors should

More information

Office of the Commissioner for Public Employment COUNSELLING. for better work performance

Office of the Commissioner for Public Employment COUNSELLING. for better work performance Office of the Commissioner for Public Employment COUNSELLING for better work performance Northern Territory Government Contents Introduction Performance Management Page 1 Feedback Page 4 Moving from feedback

More information

This historical document is derived from a 1990 APA presidential task force (revised in 1997).

This historical document is derived from a 1990 APA presidential task force (revised in 1997). LEARNER-CENTERED PSYCHOLOGICAL PRINCIPLES: A Framework for School Reform & Redesign TABLE OF CONTENTS: Background Learner-Centered Principles Prepared by the Learner-Centered Principles Work Group of the

More information

Responding to a Disappointing Performance Review

Responding to a Disappointing Performance Review Responding to a Disappointing Performance Review Overview When your manager reviews your work and finds it wanting. Receiving a disappointing review First steps: Take notes and ask for clarification Gather

More information

THE BATUK. Published by:

THE BATUK. Published by: 112 THE BATUK: Journal of Interdisciplinary Studies Vol. 2 No. 1 January 2016 ISSN 2392-4802 THE BATUK Journal of Interdisciplinary Studies Vol. 2 No. 1 January 2016 Published by: Nesfield International

More information

Guideposts for Teachers to Maintain Healthy Relationships with Students

Guideposts for Teachers to Maintain Healthy Relationships with Students Perspectives Insights From Colleagues of UE Guideposts for Teachers to Maintain Healthy Relationships with Students By David Wolowitz All schools have rules prohibiting various categories of misconduct

More information

St. John Fisher College Performance Review Instructions and Procedures Comprehensive Version For the Review Period June 1, 2014 through May 31, 2015

St. John Fisher College Performance Review Instructions and Procedures Comprehensive Version For the Review Period June 1, 2014 through May 31, 2015 St. John Fisher College Performance Review Instructions and Procedures Comprehensive Version For the Review Period June 1, 2014 through May 31, 2015 General Instructions: Please fill out the cover sheet

More information

Guide to180 Feedback HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY

Guide to180 Feedback HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY Guide to180 Feedback The goal of an effective 180 feedback implementation should be positive, measurable, long-term leadership growth and development

More information

By Jack Phillips and Patti Phillips How to measure the return on your HR investment

By Jack Phillips and Patti Phillips How to measure the return on your HR investment By Jack Phillips and Patti Phillips How to measure the return on your HR investment Using ROI to demonstrate your business impact The demand for HR s accountability through measurement continues to increase.

More information

How To Use The Belbin Team/Group Reports

How To Use The Belbin Team/Group Reports How to Interpret and make the most of Belbin Team/Group Reports Belbin Team/Group reports can be used for a variety of reasons, including (but not restricted to): Helping to form a new team Understanding

More information

Performance Review Process Guidelines Nova Southeastern University

Performance Review Process Guidelines Nova Southeastern University Performance Review Process Guidelines Nova Southeastern University for classified and administrative/professional employees Statement of Purpose and Philosophy The annual performance review is a key element

More information

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values.

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. APPENDIX I Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. Identify the underlying priorities that should guide decisions about performance.

More information

Running head: PERFORMANCE MANAGEMENT SYSTEMS

Running head: PERFORMANCE MANAGEMENT SYSTEMS Performance Management Systems 1 Running head: PERFORMANCE MANAGEMENT SYSTEMS Performance Management Systems in Organizations: An effective method of managing employee performance Shannon D. Pellet The

More information

PRACTICE ADVISORIES FOR INTERNAL AUDIT

PRACTICE ADVISORIES FOR INTERNAL AUDIT Société Française de Réalisation, d'etudes et de Conseil Economics and Public Management Department PRACTICE ADVISORIES FOR INTERNAL AUDIT Tehnical Assistance to the Ministry of Finance for Development

More information

PERFORMANCE EVALUATIONS:

PERFORMANCE EVALUATIONS: : More Important than Ever in 2011 According to the Equal Employment Opportunity Commission ( EEOC ), the Commission received over 7% more employment discrimination and unlawful harassment charges in 2010

More information

360 Degree Feedback 1

360 Degree Feedback 1 360 Degree Feedback 1 Importance of Performance Feedback The most successful managers & leaders become more effective by learning from feedback 2 Where does feedback fit in? Business Environment Organizational

More information

8 Steps for Turning 360 Feedback into Results. Leadership Intelligence White Paper // Paul Warner, Ph.D.

8 Steps for Turning 360 Feedback into Results. Leadership Intelligence White Paper // Paul Warner, Ph.D. 8 Steps for Turning 360 Feedback into Results Leadership Intelligence White Paper // Paul Warner, Ph.D. 8 Steps for Turning 360 Feedback into Results By Paul Warner, Ph.D. Global Employee Engagement Architect

More information

1 Executive Onboarding Reward vs. Risk

1 Executive Onboarding Reward vs. Risk 1 Executive Onboarding Reward vs. Risk Gerard F. McDonough and Becky Choi, J.D. LEADFIRST LEARNING SYSTEMS, LLC Challenging Transitions It would seem that as professionals become more advanced in their

More information

John Sample January 15, 2014. Leadership Intelligence. 360 Feedback Report. Individual Report for Business Leaders

John Sample January 15, 2014. Leadership Intelligence. 360 Feedback Report. Individual Report for Business Leaders John Sample January 5, 20 Leadership Intelligence 360 Feedback Report Individual Report for Business Leaders Date: January 5, 20 Introduction Your Leadership Intelligence Report collects feedback about

More information

360 0 Performance Appraisal

360 0 Performance Appraisal 360 0 Performance Appraisal B Ruth Sunitha Dept. of Business Management St. Martin s PG College of Technology Hyderabad, India rithsunithabusi@gmail.com Abstract 360-degree performance appraisal process

More information

DTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample

DTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample DTRQ9FO8D9N/TGDTRbzNvv Sample Leader Leader Sample Feedback Report //0 About This Survey Leader Sample, //0 This multirater survey is designed to provide a basis for your professional development. As an

More information

Best Practices in Reporting 360-Degree Feedback Russell Lobsenz, Ph.D., Karen Caruso, Ph.D., and Amanda Seidler, MA November, 2004

Best Practices in Reporting 360-Degree Feedback Russell Lobsenz, Ph.D., Karen Caruso, Ph.D., and Amanda Seidler, MA November, 2004 Best Practices in Reporting 360-Degree Feedback Russell Lobsenz, Ph.D., Karen Caruso, Ph.D., and Amanda Seidler, MA November, 2004 360-degree feedback has become one of the most commonly used leadership

More information

Learning Module On Effective. Communication. In Nursing Management

Learning Module On Effective. Communication. In Nursing Management Learning Module On Effective Communication In Nursing Management Prepared by: Mona AL-Aseeri Supervised by: Prof.Dr. Soheir Mokabel EffectiveCommunication... It is two way. It involves active listening.

More information

Performance Management and Reward Systems

Performance Management and Reward Systems Fourth Quarter 2012 Performance Management and Reward Systems Criticism of performance management systems continues to grow (Culbert 2010; Jones and Culbertson 2011; Pulakos and O Leary 2011). More and

More information

Incorporating 360-Degree Feedback into the Performance Appraisal System

Incorporating 360-Degree Feedback into the Performance Appraisal System WHITEPAPER Incorporating 360-Degree Feedback into the Performance Appraisal System At a time when corporates are struggling to increase employee engagement, a well-designed 360 degree appraisal can serve

More information

ISHN 01-11 1 Using Performance Objectives and Corrective Feedback. To Increase Competence

ISHN 01-11 1 Using Performance Objectives and Corrective Feedback. To Increase Competence ISHN 01-11 1 Using Performance Objectives and Corrective Feedback To Increase Competence Last month my ISHN article addressed the challenge of using performance appraisals to build people s competence.

More information

Warning: 360-degree Feedback May Be Hazardous to Your Health

Warning: 360-degree Feedback May Be Hazardous to Your Health THE LINKAGE LEADER Warning: 360-degree Feedback May Be Hazardous to Your Health By Kenneth M. Nowack, Ph.D. Dr. Kenneth M. Nowack is a licensed psychologist and President & Chief Research Officer of Envisia

More information

Chapter 6 Appraising and Managing Performance. True/False Questions

Chapter 6 Appraising and Managing Performance. True/False Questions Chapter 6 Appraising and Managing Performance True/False Questions 8-1. Performance management is the method managers use to manage workflow. Ans: F Page 276 LO2 8-2. Through performance management, managers

More information

College of Psychology and Humanistic Studies (PHS) Curriculum Learning Goals and PsyD Program Learning Goals, Objectives and Competencies (GOCs)

College of Psychology and Humanistic Studies (PHS) Curriculum Learning Goals and PsyD Program Learning Goals, Objectives and Competencies (GOCs) College of Psychology and Humanistic Studies (PHS) Curriculum Learning Goals and PsyD Program Learning Goals, Objectives and Competencies (GOCs) College of PHS Learning Goals PsyD Program Learning Goals

More information

Take the Sting Out of the 360 Degree Feedback Process

Take the Sting Out of the 360 Degree Feedback Process Blog Carmen Klann Take the Sting Out of the 360 Degree Feedback Process Everybody agrees with the statement that constructive feedback is very worthwhile and tremendously crucial for every individual and

More information

The Hypocrisy of Employee Surveys: A Closer Look at the True Impact. Perceptions of Value: Out of Touch? Honest and Accurate Data: Not Really

The Hypocrisy of Employee Surveys: A Closer Look at the True Impact. Perceptions of Value: Out of Touch? Honest and Accurate Data: Not Really The Hypocrisy of Employee Surveys: A Closer Look at the True Impact Organizations of all sizes use employee attitude surveys to gauge employee satisfaction, engagement, or work-life happiness in some way.

More information

Lecture Notes Human Resource Management MBA- IInd Semester. Lecture 7 Training

Lecture Notes Human Resource Management MBA- IInd Semester. Lecture 7 Training Lecture Notes Human Resource Management MBA- IInd Semester Lecture 7 Training 2 Human Resource Management @ Prikshat Verma LECTURE 7 - TRAINING We can define Training as any planned or structured activity

More information

Improving Child Outcomes Through CARE, A Program Model by Cornell University. Council on Accreditation Innovative Practice. William Martin, MHSA

Improving Child Outcomes Through CARE, A Program Model by Cornell University. Council on Accreditation Innovative Practice. William Martin, MHSA Improving Child Outcomes Through CARE, A Program Model by Cornell University Council on Accreditation Innovative Practice William Martin, MHSA Assistant Executive Director Waterford Country School Abstract

More information

Center for Effective Organizations

Center for Effective Organizations Center for Effective Organizations REWARD PRACTICES AND PERFORMANCE MANAGEMENT SYSTEM EFFECTIVENESS CEO PUBLICATION G 03-21 (449) EDWARD E. LAWLER III Center for Effective Organizations Marshall School

More information

Author: Lydia Cillie-Schmidt Page 1

Author: Lydia Cillie-Schmidt Page 1 Talent Management: An integrated framework for implementation L Cillie-Schmidt: Talent Management: An integrated framework for implementation, Management Today, February 2009 Companies like to promote

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

1. Identify and Describe the Stages in the Process for Developing Employees (text p. 380; ppt slides: 10.4 10.5)

1. Identify and Describe the Stages in the Process for Developing Employees (text p. 380; ppt slides: 10.4 10.5) Developing, Appraising, and Rewarding Employees 247 1. Identify and Describe the Stages in the Process for Developing Employees (text p. 380; ppt slides: 10.4 10.5) Developing Employees The development

More information

INDIVIDUAL CHANGE Learning and the process of change in what ways can models of

INDIVIDUAL CHANGE Learning and the process of change in what ways can models of INDIVIDUAL CHANGE Learning and the process of change in what ways can models of learning help us understand individual change? The behavioural approach to change how can we change people s behaviour? The

More information

African Leadership in ICT The Leadership Toolbox 360 - Review

African Leadership in ICT The Leadership Toolbox 360 - Review African Leadership in ICT The Leadership Toolbox 360 - Review www.gesci.org Session Objectives To present an overview 360-degree feedback tool for assessing leadership behaviour and competency To promote

More information

How to Write a Successful PhD Dissertation Proposal

How to Write a Successful PhD Dissertation Proposal How to Write a Successful PhD Dissertation Proposal Before considering the "how", we should probably spend a few minutes on the "why." The obvious things certainly apply; i.e.: 1. to develop a roadmap

More information

8 APPRAISING AND IMPROVING PERFORMANCE

8 APPRAISING AND IMPROVING PERFORMANCE CHAPTER 8 8 APPRAISING AND IMPROVING PERFORMANCE A major function of human resources management is the appraisal and improvement of employee performance. In establishing a performance appraisal program,

More information

Chapter 6: Conclusion

Chapter 6: Conclusion Chapter 6: Conclusion 6.0 Concluding Remarks The findings in this research have showed that it is essential to have an effective performance appraisal system. The system should be free from bias so that

More information

Cover Page. Author: Gennip, Anna Eva (Nanine) van Title: Assessing together. Peer assessment from an interpersonal perspective Issue Date: 2012-10-23

Cover Page. Author: Gennip, Anna Eva (Nanine) van Title: Assessing together. Peer assessment from an interpersonal perspective Issue Date: 2012-10-23 Cover Page The handle http://hdl.handle.net/1887/20012 holds various files of this Leiden University dissertation. Author: Gennip, Anna Eva (Nanine) van Title: Assessing together. Peer assessment from

More information

BUILDING A BETTER PERFORMANCE MANAGEMENT SYSTEM QUARTER

BUILDING A BETTER PERFORMANCE MANAGEMENT SYSTEM QUARTER BUILDING A BETTER PERFORMANCE MANAGEMENT SYSTEM QUARTER 1, 2005 Performance management, an organization s approach to developing, recognizing and rewarding employee performance, is a widely discussed and

More information

Examining the Structure of your ABA Program William Frea, Ph.D. & Ronit Molko, Ph.D.

Examining the Structure of your ABA Program William Frea, Ph.D. & Ronit Molko, Ph.D. Compliments of Autism Asperger s Digest January-February 2004 issue Examining the Structure of your ABA Program William Frea, Ph.D. & Ronit Molko, Ph.D. One of the most difficult, if not painful processes

More information

Integral Leadership Development Pacific Integral

Integral Leadership Development Pacific Integral Integral Leadership Development Pacific Integral The secret of a leader lies in the tests he has faced over the whole course of his life and the habit of action he develops in meeting those tests Gail

More information

360 Feedback Assessment RATER Guide

360 Feedback Assessment RATER Guide 0 360 Feedback Assessment RATER Guide R E C R U I T M E N T E N G A G E M E N T D E V E L O P M E N T R E T E N T I O N A Countywide Succession & Workforce Planning Program Resource As a compass is a circle

More information

A STUDY TO ASSESS THE KNOWLEDGE ON 360 DEGREE PERFORMANCE APPRAISAL AMONG FACULTY OF SRM COLLEGE OF NURSING, KATTANKULATHUR.

A STUDY TO ASSESS THE KNOWLEDGE ON 360 DEGREE PERFORMANCE APPRAISAL AMONG FACULTY OF SRM COLLEGE OF NURSING, KATTANKULATHUR. International Journal of Pharmacy and Biological Sciences ISSN: 2321-3272 (Print), ISSN: 2230-7605 (Online) IJPBS Volume 6 Issue 1 JAN-MAR 2016 172-177 Research Article Biological Sciences A STUDY TO ASSESS

More information

Chapter XX Performance Management: What Are The Best Practices?

Chapter XX Performance Management: What Are The Best Practices? Chapter XX Performance Management: What Are The Best Practices? Thomas B. Wilson Susan Malanowski Wilson Group, Inc. Concord, MA www.wilsongroup.com In order to remain competitive, achieve strategic objectives

More information

Performance Appraisal and it s Effectiveness in Modern Business Scenarios

Performance Appraisal and it s Effectiveness in Modern Business Scenarios Performance Appraisal and it s Effectiveness in Modern Business Scenarios Punam Singh* *Assistant Professor, Department of Social Work, Sardar Patel University, Vallabh Vidhyanagar, Anand, Gujarat, INDIA.

More information

INTERVIEW QUESTIONS: ADVICE AND GUIDANCE

INTERVIEW QUESTIONS: ADVICE AND GUIDANCE INTERVIEW QUESTIONS: ADVICE AND GUIDANCE Although interviews can vary tremendously, from an informal chat to a panel interview, some questions always seem to crop up. It would be a good idea to review

More information

Self-Other Agreement on a 360-Degree Leadership Evaluation. Stefanie K. Halverson Rice University. Scott Tonidandel Rice University

Self-Other Agreement on a 360-Degree Leadership Evaluation. Stefanie K. Halverson Rice University. Scott Tonidandel Rice University Self-Other Agreement on a 360-Degree Leadership Evaluation Stefanie K. Halverson Rice University Scott Tonidandel Rice University Cassie Barlow United States Air Force Robert L. Dipboye Rice University

More information

Development Methodologies Compared

Development Methodologies Compared N CYCLES software solutions Development Methodologies Compared Why different projects require different development methodologies. December 2002 Dan Marks 65 Germantown Court 1616 West Gate Circle Suite

More information

Making Millions by Mining Management Competency Data

Making Millions by Mining Management Competency Data Making Millions by Mining Management Competency Data How a leading financial services company harvested 360-degree feedback data to generate $1.05 million in economic value per sales executive. By Lawrence

More information

Performance Feedback

Performance Feedback Using Structured vs. Unstructured 360 Feedback to Improve Performance The Changing Face of 360 Reviews & Performance Feedback This paper is designed to shed light on the evolving processes used by organization

More information