“a Co-Relation of 360 Degree Feedback & Level of Motivation.”

Topics: Human resource management, 360-degree feedback, Performance appraisal Pages: 9 (2890 words) Published: March 14, 2013
ISSN NO. 1040-8603 www.studymode.com Vol. I March
Gurpreet Singh Research Scholar Sai Nath University
Under Guidance of Dr. Seema Dhawan
Statement of the Research study:
“A co-relation of 360 degree feedback & level of motivation.” Introduction:
360 Facilitated™
Originated by Peter Farey in the UK in 1974 and based on his well researched Leader/Manager Model (published in 1993), this approach includes the following characteristics: 1.Questionnaires cover a wide range of issues distributed equally between Leadership (the future) and Management (the present), in the areas of both People and Task. Hence Mega, Macro and Micro levels - as well as any organization's set of selected competencies - map into the framework. 2.Questions do not assess the manager but only suggest more or less of each behavior. 3.Interaction between manager and staff/peers is facilitated constructively to optimize how they work together. 4.The process is short and sharp, involves employees at every level and leads to openness, communication, learning - both individual and organizational to close gaps in results within the organization. In a word: teamwork. 5.Measures used include: value of action plans, achievement of learning objectives, improvement in performance, quality, productivity; reductions in absenteeism, turnover and suggested change. These links to Mega, Macro and Micro levels of results. 360degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is feedback that comes from all around an employee. "360" refers to the 360 degrees in a circle, with an individual figuratively in the center of the circle. Feedback is provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases, feedback from external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers. The results from 360-degree feedback are often used by the person receiving the feedback to plan training and development. Results are also used by some organizations in making administrative decisions, such as pay or promotion. When this is the case, the 360 assessment is for evaluation purposes, and is sometimes called a "360-degree review." However, there is a great deal of controversy as to whether 360-degree feedback should be used exclusively for development purposes, or should be used for appraisal purposes as well (Waldman et al., 1998). There is also controversy regarding whether 360-degree feedback improves employee performance, and it has even been suggested that it may decrease shareholder value (Pfau & Kay, 2002). 360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports. A mixture of about eight to twelve people fill out an anonymous online feedback form that asks questions covering a broad range of workplace competencies. The feedback forms include questions that are measured on a rating scale and also ask raters to provide written comments. The person receiving feedback also fills out a self-rating survey that includes the same survey questions that others receive in their forms. Managers and leaders within organizations use 360 feedback surveys to get a better understanding of their strengths and weaknesses. The 360 feedback system automatically tabulates the results and presents those in a format that helps the feedback recipient create a development plan. Individual responses are always combined with responses from other people in the same rater category (e.g. peer, direct report) in order to...
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