A 360-degree feedback (also known as multi-rater feedback, multi source feedback, or multi source assessment) is a process through which feedback from an employee's subordinates, colleagues, and supervisor(s), as well as a self-evaluation by the employee themselves is gathered. Such feedback can also include, when relevant, feedback from external sources who interact with the employee, such as customers and suppliers or other interested stakeholders. 360-degree feedback is so named because it solicits feedback regarding an employee's behavior from a variety of points of view (subordinate, lateral, and supervisory). It therefore may be contrasted with "downward feedback" (traditional feedback on work behavior and performance delivered to subordinates by supervisory or management employees only; see traditional performance appraisal), or "upward feedback" delivered to supervisory or management employees by subordinates only.
ERP ( HRMS ) - Management Information system - https://www.googleadservices.com/pagead/aclk?sa=L&ai=DChcSEwjH0vrKsvPwAhVFBCsKHcd4B3YYABABGgJzZg&ae=2&ohost=www.google.com&cid=CAESQeD2x0JDNdJ7shz2x8GKOVfMmClIJ_zuMT_tB_-6ihsyiTvfFOjCxzk9zUj2h0wR7HiP1T582Z05MBPQ-MPGmaZy&sig=AOD64_0TlmVwKsm7cFafluz_7ak1fRBjgQ&q&adurl&ved=2ahUKEwjYhvPKsvPwAhVPwTgGHaB6DxUQ0Qx6BAgFEAE
whatever the feedback, either upward, downward of 360. The main aim of the feedback to bring reforms. it helps in recruitment and training and development. As a result the firms/ organizations gets competitive advantage. Porter(1980) define competitive advantage as creating and maintaining superior performance.
Companies use different performance-based evaluation for employees. However, many are very subjective evaluation and has a high level of sensitivity issues. It can either encourage or demotivate the employees. No evaluation can truly conclude the integrity, honesty and internal motivation of an employee over 365 days a year.
Positionality: I have worked previously in the automotive industry, commercial paper industry, higher education, and IT in lower to middle management positions.
The 360 degree evaluation CAN provide valuable feedback, but I have seen many cases where it does not, especially the further up the chain it goes. When an entry-level employee is told by managers and co-workers that they could do better, there is a close enough contact to be a reasonable evaluation. However, the further up the authority chain, the more removed from peers' performance is when it comes to managing their particular area. That introduces a human - but misguided - assumption that 1) your peers are probably doing a good job, because you are at the same level and you don't want any similarities you have to them to be downgraded, and 2) subordinates don't have the knowledge or expertise to accurately evaluate those in higher positions of authority.
Overall, my observation is that it is one more tool, but most organizations I have seen do not believe in it, and so it is ineffective. It is one more thing that HR requires managers to do, and so the is are dotted, the test are crossed, and rarely does anything productive come from the process. There is too much punitive focus and not enough corrective focus in those processes I have seen, and there is also a dearth of information about what gets done well. It as a process could work, but in the final analysis is mostly ineffectual.
- Badges
- Science topic