360 degrees Performance Appraisal
| | |[pic] | | | |In human resources or industrial/organizational psychology, 360-degree feedback, also known as multi-rater feedback, multisource| |feedback, or multisource 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...
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