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Abstract
The use of 360-degree feedback--getting input on employees'' performance from peers and direct reports as well as managers and supervisors--has become widespread in developmental exercises such as team building and management preparation. But taking it one step further by tying 360 to decisions such as salaries and promotions is much more controversial. On the one hand, most employees today work with many other people, and one manager may not be able to accurately assess their work. However, critics warn that using 360 for appraisal goes against the human propensity to create hierarchies, protect status, and take revenge. Those who rate a boss or peer may feel uncomfortable about giving a frank evaluation. HMU turned to practitioners and consultants for advice on making 360 work in performance reviews. Includes a sidebar entitled "Using 360 for Performance Reviews? Tips for Success."
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Abstract
The use of 360-degree feedback--getting input on employees'' performance from peers and direct reports as well as managers and supervisors--has become widespread in developmental exercises such as team building and management preparation. But taking it one step further by tying 360 to decisions such as salaries and promotions is much more controversial. On the one hand, most employees today work with many other people, and one manager may not be able to accurately assess their work. However, critics warn that using 360 for appraisal goes against the human propensity to create hierarchies, protect status, and take revenge. Those who rate a boss or peer may feel uncomfortable about giving a frank evaluation. HMU turned to practitioners and consultants for advice on making 360 work in performance reviews. Includes a sidebar entitled "Using 360 for Performance Reviews? Tips for Success."