360-degree feedback: Going around in circles?

Abstract

ConfoundingThere's an old coaching rule that says the best feedback comes from people who see you in the game, but they should all be watching the same game.

A study of mediating variables of the relationship between 360° feedback and employee performance

“…Further, discrepancies between self-ratings and others' ratings motivate them to make behavioural adjustments for self-development provided they have a self-efficacy for development and this in turn may lead to improved performance (Brutus, Fleenor, and London 1998). Moreover, managers can use this information from others' ratings for goal-setting, and performance is likely to improve with systematic planning and organizational support (London and Smither 1995), though one must design and implement it carefully (Atwater, Brett, and Charles 2007;Tosti and Addison 2009), and also look at it from a gender perspective (Ely, Ibarra, and Kolb 2011). Recent literature (e.g.…”

Multisource feedback to graduate nurses: a multimethod study

“…, Sysinger & Crispo ). The employee also completes a self‐assessment that enables them to reflect on their practice (Tosti & Addison ). This collaborative approach is designed to ensure an accurate account of performance is obtained (Dupee et al .…”

“…). While some researchers conclude that the concept of MSF is excellent (Tosti & Addison ), Wood et al . () recommend that feedback must be delivered in the appropriate way to facilitate a change in performance.…”

360 Degree Feedback Best Practices and the Army's MSAF Program

“…Although, experts warn that many well intentioned multisource feedback programs are often implemented in a manner that can do more damage than benefit to the organization and their employees. 8 So, while the U.S. Army has been utilizing a form of multisource feedback for well over two decades, in fact it could be considered a pioneer in this regard, it can certainly leverage best business practices to ensure the success and sustainability of its programs.…”

“…There is enormous potential benefit in leaders knowing how they are perceived by people who have different working relationships with them. 6 Research indicates that effective development of leadership skills can be significantly enhanced by the utilization of quality performance feedback from one's subordinates, peers, and superiors. -However, without a formal and effective multisource feedback system, such feedback is not available to leaders for a variety of reasons, including fear of repercussion, time constraints, and inability to effectively define and communicate appropriate feedback messages.‖ 7 Consequently, this has resulted in the popular growth of formally administered multisource feedback systems in both the civilian and military sector.…”