The surge of 360° feedback programs: Benefits and risks. HR innovation vs. organizational change effort. Examples of strategic implementation problems. Why do organizations implement 360° feedback? How does 360° feedback impact individual performance? What is the connection to organizational culture? Does 360° feedback impact organizational performance? What is the future of 360° feedback? Appendix A: Typical 360° feedback survey items and report. Appendix B: Typical TEAM-Q survey items and feedback report. Index.
Now learn from two seasoned consultants how to implement the 360° feedback process effectively--whatever the size and history of your organization. Packed with case studies and the authors' real-life consulting experiences, this book examines the successes and problems of 360° and upward feedback implementation efforts in more than 15 organizations, including Motorola, AT&T, Federal Express, Raychem, Colgate-Palmolive, and UPS.
The book objectively considers such crucial components of 360° feedback as organizational culture and performance, pros and cons, the impact on the individual employee, and whether the feedback should be used for evaluative or developmental purposes. Models and tables lend a visual dimension to the book's concepts. Sample surveys and feedback reports--including the authors' own TEAM-Q survey and report set--show you what types of questions to ask and how to present feedback most effectively. If your comp any is considering adopting its own 360° feedback program, don't start before you read this book!
- No. of pages:
- © Gulf Professional Publishing 1998
- 3rd March 1998
- Gulf Professional Publishing
- Hardcover ISBN:
David A. Waldman, Ph.D., serves as an associate professor at Arizona State University West’s School of Management and has consulted for such companies as Goodyear Mexico, Northern Telecom, Bell Canada, and IBM. Waldman currently serves on the editorial boards of the Journal of Applied Psychology and the Journal of Quality Management.