Saying it like it isn't: the pros and cons of 360-degree feedback

Citation

(2007), "Saying it like it isn't: the pros and cons of 360-degree feedback", Human Resource Management International Digest, Vol. 15 No. 2. https://doi.org/10.1108/hrmid.2007.04415bad.014

Saying it like it isn't: the pros and cons of 360-degree feedback

Saying it like it isn't: the pros and cons of 360-degree feedback

Carson M. Business Horizons (USA), September/October 2006, Vol. 49 No. 5, Start page: 395 (8 pages)

Purpose – To assess the value of 360-degree feedback within corporate USA. Design/methodology/approach – Questions whether the 360-degree feedback process is an effective and reliable way of assessing a leader’s performance. Reviews the variant views within the literature on the benefits and drawbacks of 360-degree feedback, highlighting the fact that while researchers do not see the technique as a bad thing that should be avoided, many focus on the potential damage a badly implemented process could have on an organization. Explaining 360-degree feedback as a performance appraisal methodology that captures input from an employee’s supervisors, colleagues, subordinates and customers, addresses key areas of concern voiced in the literature around the intended use of feedback; the alignment of performance measures with organizational goals; and the selection and training of individuals involved. Illustrates these concerns through a hypothetical case study of an employee’s experiences of 360-degree feedback. Suggests a number of questions that should be addressed by organizations intending to conduct an effective 360-degree feedback effort: what are your goals for pursuing the process; how committed are you to the process; what tools will you use to gain feedback; who will be involved in the feedback process; how will confidentiality be protected; and how will you follow up on the research once it is collected. Originality/value – Investigates the realities of 360-degree feedback, the need for careful planning, implementation and evaluation, and steps that need to be taken to ensure that the process does more good than harm.Reference: 35AY173

Keywords: Employee development, Employees, Feedback, Performance measurement