Download The Power of 360° Feedback: How to Leverage Performance by Leanne E. Atwater Ph.D., David A. Waldman Ph.D. PDF

By Leanne E. Atwater Ph.D., David A. Waldman Ph.D.

Now examine from professional specialists the right way to enforce the 360° suggestions approach effectively--whatever the scale and background of your company. choked with case reviews and the authors' real-life consulting reports, this ebook examines the successes and difficulties of 360° and upward suggestions implementation efforts in additional than 15 businesses, together with Motorola, AT&T, Federal exhibit, Raychem, Colgate-Palmolive, and UPS.The ebook objectively considers such the most important elements of 360° suggestions as organizational tradition and function, execs and cons, the influence at the person worker, and even if the suggestions will be used for evaluative or developmental reasons. types and tables lend a visible size to the book's techniques. pattern surveys and suggestions reports--including the authors' personal TEAM-Q survey and document set--show you what kinds of inquiries to ask and the way to offer suggestions such a lot successfully. in case your comp any is thinking about adopting its personal 360° suggestions application, do not begin earlier than you learn this booklet!

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Additional resources for The Power of 360° Feedback: How to Leverage Performance Evaluations for Top Productivity (Improving Human Performance)

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4. Example taken from B. O’Reilly, “360-Degree Feedback Can Change Your Life,” Fortune (October 17,1994),pp. 93-94,96,100. 5. Ibid. 6. See: M. Harris and J. Schaubroeck, “AMeta-analysis of Self-supervisor,Self-Peer, and Peer-Supervisor Ratings,” Personnel Psychology, 41 (1988), pp. 43-61. P. Mabe and S . West, “Validity of Self-evaluationof Ability: A Review and Meta-analysis,”]ournal ofApplied Psychology, 67 (1982),pp. 280-296. 20 T H E POWER OF 360° F E E D B A C K 7. See D. Ilgen, C. Fisher, and M.

For example, total quality management (TQM) was implemented in the late 1980s and early 1990s. Although promising at first, the TQM initiative seemed to lose steam after a few years because it did not clearly demonstrate positive outcomes, and consequently managerial commitment faltered. More recently, Comtel administered an employee attitude survey across a particular division of the company. S. mail system. The surveys assured employees of confidentiality and told them they could not be identified.

Questions such as the following would take center stage as the XYZ Company made implementation decisions: 1. Should a typical, five-point Likert scale (ranging from strongly agree to strongly disagree) be used? 2. Should a neutral point be provided, or should raters be forced to make either positive or negative evaluations? 3. Are appropriate off-the-shelf measures available? Second, there is the problem of how to administer a 360" appraisal process and then provide feedback. XYZ would likely turn to consultants, and indeed, many consulting groups offer packages to assist companies in implementing upward or 360" feedback programs.

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