Introduction
Put simply, 360-degree feedback is employee performance feedback information collected from multiple sources, such as superiors, subordinates, peers, and customers. It serves as one way for employers to provide employees with a better understanding of how they are performing on the job. The basic premise behind 360-degree feedback is that by soliciting feedback from multiple sources an employee receives a more complete picture of their performance. This assumes that direct supervisors are not able to view all aspects of an employee’s performance and that others who regularly interact with the employee can offer unique and valuable insights. For supervisory, management, or leadership positions, where interpersonal interactions with peers and subordinates are a central component, the views from below, for example, can be particularly relevant.
Three...
References
3D Group (2013) Current practices in 360-degree feedback: a benchmark study of North America Companies. 3D Group, Emeryville
Bracken DW, Rose DS (2011) When does 360-degree feedback create behavior change? And how would we know it when it does? J Bus Psychol 26(2):183–192
Bracken DW, Timmreck CW, Church AH (eds) (2001) The handbook of multisource feedback. Jossey-Bass, San Francisco
Foster CA, Law MR (2006) How many perspectives provide a compass? Differentiating 360-degree and multi-source feedback. Int J Sel Assess 14(3):288–291
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Hardison, C.M. (2017). Three Hundred Sixty-Degree Assessment. In: Farazmand, A. (eds) Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-31816-5_2744-1
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DOI: https://doi.org/10.1007/978-3-319-31816-5_2744-1
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