360 Degree Feedback Approach: Implementation in Organizations

Topics: 360-degree feedback, Team, Reliability Pages: 2 (626 words) Published: January 2, 2013
This article written by Jeffrey T. Polzer tells us about the problems faced in diverse teams, the introduction of 360 degree feedback approach and how it has been implemented in organisations. The 360 degree feedback is a developmental tool that gathers anonymous feedback from a wide range of sources- peers, teams, supervisors and members of directors. Stakeholders are expected to use it to adjust their behaviours, develop their interpersonal skills, connect better with their diverse team members and also enhance the organization’s management style. Polzer also mentions about his experience of a management team he studied and the impacts of this approach on the organisation’s performance. To ensure success in the implementation, several factors have to be taken note too. In addition, the 360 degree feedback approach involves the cooperation of all parties in order for it to be implemented effectively. As mentioned, attributes like the working etiquette of team members, the methods in which data is collected, and the aim of the feedback system have to be considered wisely. A credible and skilful facilitator has to be around to lead the team. Not only that, respect and trust are also needed among team members and they have to be goal-driven. The feedback approach should be for developmental purpose of the organisation. It has to provide meaningful feedback to the employees so that they can be motivated and take on further to produce a high performance work team. Most importantly, the way in which the data is collected for the appraisal should be closely monitored. The reliability and validity of the ratings of employees’ performances are often doubted due to the inaccuracy of the rating system. This has a crucial role to play in the appraisal as unreliable information will lead to adverse effects to the organisation. It was common to use only one supervisor and one to two peer raters for organisation’s appraisals in which this was deemed as ineffective. The study...
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