By Leanne E. Atwater Ph.D., David A. Waldman Ph.D.
Now research from pro specialists how one can enforce the 360° suggestions technique effectively--whatever the dimensions and heritage of your company. choked with case reviews 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 organisations, together with Motorola, AT&T, Federal show, Raychem, Colgate-Palmolive, and UPS.The e-book objectively considers such the most important parts of 360° suggestions as organizational tradition and function, professionals and cons, the influence at the person worker, and no matter if the suggestions will be used for evaluative or developmental reasons. types and tables lend a visible size to the book's suggestions. pattern surveys and suggestions reports--including the authors' personal TEAM-Q survey and record set--show you what sorts of inquiries to ask and the way to provide suggestions so much successfully. in case your comp any is thinking about adopting its personal 360° suggestions application, do not begin sooner than you learn this ebook!
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Extra resources for The Power of 360° Feedback: How to Leverage Performance Evaluations for Top Productivity (Improving Human Performance)
Sample text
Other techniques, such as general attitude survey feedback and teambuilding, may seem more important as an organization matures. In such an instance, perhaps only new managers and managers who transfer to new groups might receive formal 360" feedback. In short, viewing 360" feedback in a more fluid manner may place it within a larger OD system ,and thus help prevent the more negative status of short-termfad or flavor of the month. " At first, the executive seemed taken aback. Then he sat back in his chair, stared at the ceiling for a moment while pondering, and finally gave an answer.
12. John Kotter, “Leading Change: Why Transformation Efforts Fail,” Harvard Business Review (March-April 1995), pp. 59-67. C H A P T E R 2 H R Innovation us. 0rga niza tio na I Change E f f o r t Will the fast-growing popularity of 360" feedback in the organizational world ultimately lead to its being relegated to the less-than-distinguished label of fad? Will it join a long line of other fads that psychologists and human resource specialists have made popular during the past 30 years? In the 1960s, the craze was t-groups and sensitivity training.
Collaboration and Two-way Communication. The success of a 360" feedback program may hinge largely on a stratew of active collaboration with organizational members through frequent two-way planning and problem solving. To better understand exactly what this means and why it is so important, this section will consider the opposite scenario. That is, it will consider a case of little two-way communication and planning between program designers and organizational members. An executive at XYZ Company decides upward feedback might help her organization by empowering employees and holding managers accountable for their actions toward subordinates.