Should 360-degree Feedback be Used Only for Developmental Purposes?

Should 360-degree Feedback be Used Only for Developmental Purposes?

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This booklet presents five papers that address the issue of whether 360-degree feedback (in which a manager or executive receives feedback on how bosses, peers, and direct reports see him or her) should be used only for development, or whether 360-degree feedback (also known as multi-rater feedback) should be used for administrative purposes such as deciding who gets raises and promotions. After a preface by George P. Hollenbeck, papers in the booklet are: qWhen the Purpose of Using Multi-Rater Feedback Is Behavior Changeq (Maxine A. Dalton); qSome Faulty Assumptions That Support Using Multi-Rater Feedback for Performance Appraisalq (Victoria A. Pollman); qMaximizing the Uses of Multi-Rater Feedbackq (David W. Bracken); qFitting Multi-Rater Feedback into Organizational Strategyq (Robert A. Jako); and qOn Choosing Sides: Seeing the Good in Bothq (Cynthia D. McCauley). (RS)This booklet presents five papers that address the issue of whether 360-degree feedback (in which a manager or executive receives feedback on how bosses, peers, and direct reports see him or her) should be used only for development, or ...


Title:Should 360-degree Feedback be Used Only for Developmental Purposes?
Author: David Bracken
Publisher: - 1997
ISBN-13:

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