By Leanne E. Atwater Ph.D., David A. Waldman Ph.D.
ISBN-10: 0884154122
ISBN-13: 9780884154129
Now study from pro specialists the right way to enforce the 360° suggestions strategy effectively--whatever the dimensions and historical past of your company. full of case stories and the authors' real-life consulting reports, this booklet examines the successes and difficulties of 360° and upward suggestions implementation efforts in additional than 15 enterprises, together with Motorola, AT&T, Federal convey, Raychem, Colgate-Palmolive, and UPS.The publication objectively considers such an important elements of 360° suggestions as organizational tradition and function, execs and cons, the effect at the person worker, and no matter if the suggestions may be used for evaluative or developmental reasons. versions and tables lend a visible size to the book's recommendations. pattern surveys and suggestions reports--including the authors' personal TEAM-Q survey and record set--show you what kinds of inquiries to ask and the way to provide suggestions such a lot successfully. in the event that your comp any is thinking about adopting its personal 360° suggestions software, do not begin ahead of you learn this publication!
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Additional info for The Power of 360° Feedback: How to Leverage Performance Evaluations for Top Productivity (Improving Human Performance)
Example text
Team-based structure. This list is not intended to exhaust all the elements that have characterized quality improvement initiatives5 However, it does capture elements particularly in line with 360" feedback. A strong customer-supplier relationship norm (see above, list item 1)provides the basis for accepting formalized customer feedback to suppliers. Customers could include external individuals, internal peers, and even subordinates. Employee empowerment (list item 2), coupled with an organization designed to communicate more freely and openly (list item 3), also provides compatibility with a 360" initiative.
After all, the higher-level manager conducting an appraisal often has little valid insight into how well the lower-level manager develops his or her people. Upward appraisals could provide information relevant to whether or not managers truly develop their people and groups. It would then follow that at least the portion of a manager's appraisal devoted to people development could simply be assessed on the basis of upward appraisal scores. Unfortunately, as with other evaluative procedures, this strategy raises the possibility of political game playing and maneuvering8 Managers and employees may engage in implicit, or even explicit, deal makmg to ensure high upward appraisals.
French and C. H. , Organization Development, 5th ed. : Prentice-Hall,1995). HR I N N O V A T I O N V S . O R G A N I Z A T I O N A L C H A N C E EFFORT 29 OD can be defined as a top-management-supported, long-range effort to improve an organization's problem-solving and change processes, particularly through two-way collaboration and more effective management of organizational culture. 6 Action research is a process whereby survey data are used to identify problems and solutions, and as problems get solved, new problems may become apparent.