360–DEGREE FEEDBACK

360-degree feedback, also named as multi-source assessment, this process in which somebody's performance is surveyed and feedback is given by various individuals who may be their manager, subordinates, colleagues and clients. Assessments appear as ratings against different performance measurements. The term '360-degree feedback’ is describe upward feedback where this is given by subordinates to their managers. This is the most widely recognized approach and is more properly portrayed as 180-degree feedback. This might be presented directly to individuals or to their managers. Expert counseling and coaching for individuals because of the feedback might be provided by a member from the HR department or an outside consultant. (Armstrong, 2009)

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360-degree feedback is an extremely complex process that requires certain amount of trusted decisions in its design and execution. The relative effectiveness in creating behavior change depends on those decisions and scientific categorization of those decisions is required to deliberately manage the design and implementation process in an educated manner. The list of possible design components is large and some design decisions and the subsequent practices are so powerful as to cause an aggregate 360-degree feedback procedure to succeed or fail in a multiplicative manner. (Bracken and Rose, 2009)

 The positivity to- negativity ratio studies mentioned earlier are important to consider in light of how customers encounter and interpret ratings and comments from others in a 360-degree feedback process. Specifically, a dominance of negative versus positive feedback messages can interfere with both knowledge and motivation and distal goals in the coaching commitment. (Nowack and Mashihi, 2012)

  

INTERNATIONAL PRACTICES

Greater Manchester Fire Service to work on the organizational climate and leadership – a series of away-days for leaders using organizational climate tools such as 360-degree feedback and the Belbin Team Inventory.  HML a financial services company, they implemented 360- degree feedback as a one of the main elements in the leadership development programme for middle and senior managers. (Armstrong and Taylor, 2014)

CONCLUSION

Using 360-degree feedback for assessment has some significant pros and cons. It is important to note that 360s for performance and 360s for development are likely to create completely different results. Also, 360-degree feedback used for development shows little association to traditional top-down assessments. They are not identical and should not be treated as such. Ideally, organizations should use both a 360-degree feedback for development and a separate performance evaluation, whether it be 360-degree or single rater, and they should be clearly separate. (Maylett, 2009)

REFERENCES

Armstrong, M. (2009) Armstrong’s Handbook of Human Resource Management Practice, 11^th edn. London and Philadelphia: Kogan Page.

Armstrong, M. and Taylor, S. (2014) Armstrong’s Handbook of Human Resource Management, 13^th edn. London: Kogan Page.

Bracken, D., W. and Rose, D., S. (2011) 'When Does 360-Degree Feedback Create Behavior Change? and How Would We Know it When it Does?', Journal of Business and Psychology, 26(2), pp. 183-192. doi: 10.1007/s10869-011-9218-5.

Maylett, T. (2009) ‘360-Degree Feedback Revisited: The Transition From Development to Appraisal', Compensation & Benefits Review, 41(5), pp. 52-59. doi: 10.1177/0886368709337922.

Nowack, K., M. and Mashihi, S. (2012) 'Evidence-Based Answers to 15 Questions About Leverageing 360-Degree Feedback', Consulting Psychology Journal: Practice and Research, 64(3), pp. 157-182 doi: 10.1037/a0030011.