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Journal articles on the topic '360-degree feedback'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Vashishth, Megha. "360-Degree Feedback: Optimistic Perspective for its Implementation." Indian Journal of Applied Research 4, no. 4 (2011): 360–61. http://dx.doi.org/10.15373/2249555x/apr2014/111.

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2

Huggett, Marianne. "360‐degree feedback ‐ great expectations?" Industrial and Commercial Training 30, no. 4 (1998): 128–30. http://dx.doi.org/10.1108/00197859810217958.

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3

Curtis, Derek. "Employers appreciate 360‐degree feedback." Management Development Review 9, no. 5 (1996): 34–36. http://dx.doi.org/10.1108/09622519610131563.

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4

Atwater, Leanne E., and Joan F. Brett. "360-Degree Feedback to Leaders." Group & Organization Management 31, no. 5 (2006): 578–600. http://dx.doi.org/10.1177/1059601106286887.

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5

G, Naveen. "360 DEGREE FEEDBACK TRACKING SYSTEM." International Research Journal of Education and Technology 6, no. 11 (2024): 1902–4. https://doi.org/10.70127/irjedt.vol.7.issue03.1904.

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6

Waldman, David A., Leanne E. Atwater, and David Antonioni. "Has 360 degree feedback gone amok?" Academy of Management Perspectives 12, no. 2 (1998): 86–94. http://dx.doi.org/10.5465/ame.1998.650519.

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7

Edwards, Mark R. "Improving performance with 360‐degree feedback." Career Development International 1, no. 3 (1996): 5–8. http://dx.doi.org/10.1108/13620439610118528.

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8

Heisler, William J. "360‐degree feedback: an integrated perspective." Career Development International 1, no. 3 (1996): 20–23. http://dx.doi.org/10.1108/13620439610118564.

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9

Atwater, Leanne, and David Waldman. "360 Degree feedback and leadership development." Leadership Quarterly 9, no. 4 (1998): 423–26. http://dx.doi.org/10.1016/s1048-9843(98)90009-1.

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10

Payne, Tim. "Editorial — 360 Degree Assessment and Feedback." International Journal of Selection and Assessment 6, no. 1 (1998): 16–18. http://dx.doi.org/10.1111/1468-2389.00068.

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11

Alimo‐Metcalfe, Beverly. "360 Degree Feedback and Leadership Development." International Journal of Selection and Assessment 6, no. 1 (1998): 35–44. http://dx.doi.org/10.1111/1468-2389.00070.

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12

K.K Bajaj, Et al. "360-Degree Feedback as a Tool for Improving Employee Performance." Tuijin Jishu/Journal of Propulsion Technology 44, no. 4 (2023): 1938–45. http://dx.doi.org/10.52783/tjjpt.v44.i4.1153.

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Performance management and HRD both benefit greatly from the utilization of 360-degree feedback, often known as multisource feedback. It entails getting feedback on an employee's performance from a variety of people, including coworkers, superiors, subordinates, and the individual themselves. The fundamental goal of 360-degree feedback is to improve individual and organizational performance through a more holistic and well-rounded understanding of an employee's strengths and development opportunities.A research study titled "360-Degree Feedback as a Tool for Improving Employee Performance" is

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13

Vázquez, Cid de León Carlos, González Salvador Montesinos, Martínez Abraham Espejo, Martínez Evelio Erick Castañeda, and Martínez Rigoberto Corby Martínez. "360-DEGREE EVALUATION REVIEW APPLIED IN TOP-LEVEL EDUCATION." EUREKA: Social and Humanities, no. 3 (May 31, 2020): 27–35. https://doi.org/10.21303/2504-5571.2020.001313.

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This research paper aims to find and show what was written about the 360 degree assessment, applied to students and university professors. It was found, that the application of this method in medical students is dominant since in this profession not only the accumulation of acquired knowledge, but also the human quality, and the skills they can develop, does not matter. However, in the medical sector today there is a great tension to maintain an excellent service and that has quality in the full extent of the word; in most of the reviewed articles one of the best advantages, shown in the 360 d

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14

Chopra, Rajiv. "360 Degree Performance Assessments: An Overview." Global Journal of Enterprise Information System 9, no. 3 (2017): 102. http://dx.doi.org/10.18311/gjeis/2017/16029.

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<p>Appraisal 360 degree entails a feedback from all those who observe a candidate and are in some way or the other affected by his or her performance. 360 degree appraisal has long list of people who give their feedback regarding the achievements and failure of an employee. This list includes the employee’s subordinates, peers and supervisors, not to forget self-assessment. There may be circumstances where feedback is collected from the outer or external sources, likes suppliers, customers and related stakeholders as well 360 appraisal has its advantages as well as its disadvantages. Thi

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15

Ghorpade, Jai. "Managing five paradoxes of 360-degree feedback." Academy of Management Perspectives 14, no. 1 (2000): 140–50. http://dx.doi.org/10.5465/ame.2000.2909846.

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16

Levinson, Harry. "Some cautionary notes on 360-degree feedback." Psychologist-Manager Journal 1, no. 1 (1997): 18–20. http://dx.doi.org/10.1037/h0095821.

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17

Carless, Sally A., Leon Mann, and Alexander J. Wearing. "Leadership, Managerial Performance and 360-Degree Feedback." Applied Psychology 47, no. 4 (1998): 481–96. http://dx.doi.org/10.1111/j.1464-0597.1998.tb00039.x.

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18

Tosti, Donald T., and Roger M. Addison. "360-degree feedback: Going around in circles?" Performance Improvement 48, no. 3 (2009): 36–39. http://dx.doi.org/10.1002/pfi.20069.

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19

London, Manuel, and Richard W. Beatty. "360-degree feedback as a competitive advantage." Human Resource Management 32, no. 2-3 (1993): 353–72. http://dx.doi.org/10.1002/hrm.3930320211.

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20

Deshpande, Sameer, Anurudra Bhanot, and Sudhir Maknikar. "Assessing the Influence of a 360-degree Marketing Communications Campaign With 360-degree Feedback." Social Marketing Quarterly 21, no. 3 (2015): 142–51. http://dx.doi.org/10.1177/1524500415599528.

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Marketers realize the importance of 360-degree communication (reaching audience members in consistent but multiple ways) to improve brand salience, increase the effectiveness of behavior change strategies, and achieve organizational objectives. While several social marketing organizations have embraced the 360-degree approach, their effectiveness has not been adequately captured by research approaches such as 360-degree feedback. Our study addresses this gap by reporting the influence of Project Raksha (“protection” in Hindi), launched in November 2007 in the rural areas of four Indian states

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21

Miao, Chao, Ronald H. Humphrey, Shanshan Qian, and In-Sue Oh. "(How) Does 360-degree feedback benefit the field of entrepreneurship?" New England Journal of Entrepreneurship 21, no. 1 (2018): 65–72. http://dx.doi.org/10.1108/neje-04-2018-0009.

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Purpose Most of the studies in entrepreneurship depend on single-source rating methods to collect data on both predictors and criteria. The threat to effect sizes as a result of using single-source ratings is particularly relevant to psychology-based entrepreneurship research. Therefore, the purpose of this paper is to explore the prospects of applying 360-degree feedback to the field of entrepreneurship and to discuss a set of cases regarding how 360-degree feedback may boost effect sizes in entrepreneurship research. Design/methodology/approach A qualitative review of current literature was

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22

Richa, Agarwal, and Johri Meenakshi. "ROLE OF MULTILAYER REVIEW MECHANISM IN EMPLOYEE PERFORMANCE." International Journal of Human Resource & Industrial Research 8, no. 1 (2021): 10–14. https://doi.org/10.5281/zenodo.10714827.

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<strong>ABSTRACT</strong> <em>Organizations must adapt to the ever-changing business environment. On the HR front, there have been a lot of changes. The evolution of a multi rater feedback system, generally known as the 360 degree feedback method, has been one of the significant developments. There has been much discussion on whether this methodology should be used for evaluation only, development only, or both. This research study presents an empirically based answer to this topic, hence boosting the effectiveness of the 360 degree feedback mechanism. To uncover characteristics that have a su

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23

Prasetyaningrum, Dina, and Yudi Agus Setiawan. "Analysis of performance appraisal system with 360 degree feedback method in PT. PERTAMINA RU IV (PERSERO) Cilacap." Management Journal of Binaniaga 5, no. 02 (2020): 105. http://dx.doi.org/10.33062/mjb.v5i2.399.

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The 360 degree feedback method is one of the performance appraisal methods which implementation takes an assessment of the parties around the employee being assessed. The 360 degree feedback method performance appraisal system conducted at PT. Pertamina RU IV (Persero) Cilacap aims to determine the implementation of the performance appraisal system using the 360 degree feedback method, determine employee performance with what variables are used in performance appraisal, and obtain performance optimization. The research method used in this research uses qualitative methods with a quantitative a

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24

Dr., Neeraj Kumari, and Devi Singh Dr. "EMPLOYEES PERCEPTION TOWARDS 360 DEGREE FEEDBACK PERFORMANCE APPRAISAL SYSTEM." International Journal of Human Resource & Industrial Research 4, no. 5 (2017): 21–34. https://doi.org/10.5281/zenodo.10701968.

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<strong>ABSTRACT</strong> To meet the current norms and changing requirements of the corporate the organizations have to choose effective policies. 360 Degree Appraisal System has been found to be one such facilitator of change at individual level. The organization has started the technique of 360-degree appraisal, and it is imperative to gain employee acceptance on the technique and be consistent across the employees. So, the main purpose of the study is to know the perception of the employees about the 360-degree appraisal system.  Data is collected through random sampling from 40 emplo

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25

DeNisi, Angelo S., and Avraham N. Kluger. "Feedback effectiveness: Can 360-degree appraisals be improved?" Academy of Management Perspectives 14, no. 1 (2000): 129–39. http://dx.doi.org/10.5465/ame.2000.2909845.

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26

Edwards, Mark R., and Ann J. Ewen. "360‐degree feedback: royal fail or holy grail?" Career Development International 1, no. 3 (1996): 28–31. http://dx.doi.org/10.1108/13620439610118537.

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27

Rowe, Christopher. "Introducing 360‐degree feedback: the benefits and pitfalls." Executive Development 8, no. 7 (1995): 14–20. http://dx.doi.org/10.1108/09533239510099101.

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28

Brutus, Stéphane, John W. Fleenor, and Manuel London. "Does 360‐degree feedback work in different industries?" Journal of Management Development 17, no. 3 (1998): 177–90. http://dx.doi.org/10.1108/eum0000000004487.

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29

Antonioni, David. "Designing an effective 360-degree appraisal feedback process." Organizational Dynamics 25, no. 2 (1996): 24–38. http://dx.doi.org/10.1016/s0090-2616(96)90023-6.

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30

Luthans, Kyle W., and Steve Farner. "Expatriate development: the use of 360‐degree feedback." Journal of Management Development 21, no. 10 (2002): 780–93. http://dx.doi.org/10.1108/02621710210448048.

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31

Garavan, Thomas N., Michael Morley, and Mary Flynn. "360 degree feedback: its role in employee development." Journal of Management Development 16, no. 2 (1997): 134–47. http://dx.doi.org/10.1108/02621719710164300.

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32

(Tony) Parrott, James A., and Carol Malesky. "UTILIZING 360 DEGREE FEEDBACK IN CONNECTION FEE DEVELOPMENT." Proceedings of the Water Environment Federation 2004, no. 2 (2004): 479–88. http://dx.doi.org/10.2175/193864704784341957.

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33

Morison, Phil. "What makes 360 degree feedback succeed or fail?" Assessment and Development Matters 2, no. 3 (2010): 19–23. http://dx.doi.org/10.53841/bpsadm.2010.2.3.19.

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This article explores participants’ perceptions of their 360 degree experiences. The picture that emerges draws together several hitherto separate theoretical frameworks and provides a stimulus for discussion as well as a practical foundation for the development of a predictive model.

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34

Gillespie, Treena L. "Internationalizing 360-Degree Feedback: Are Subordinate Ratings Comparable?" Journal of Business and Psychology 19, no. 3 (2005): 361–82. http://dx.doi.org/10.1007/s10869-004-2233-z.

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35

Hoffmann, Matt D., Ashley M. Duguay, Michelle D. Guerrero, Todd M. Loughead, and Krista J. Munroe-Chandler. "360-Degree Feedback for Sport Coaches: A Follow-Up to O’Boyle (2014)." International Sport Coaching Journal 4, no. 3 (2017): 335–44. http://dx.doi.org/10.1123/iscj.2017-0063.

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The sport literature yields little information concerning the available methods or processes coaches can use to obtain feedback about their coaching. This is unfortunate given that evaluative feedback about one’s coaching performance is useful in terms of providing direction for professional coach development (Mallett & Côté, 2006). As a follow-up to O’Boyle (2014), the purpose of this Best Practices paper is to offer a sample protocol for employing a 360-degree feedback system for coaches working in high performance settings. We draw on a review of the coach evaluation and 360-degree feed

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36

Stehlíková, Jana. "Comparison of Using 360-degree Feedback in Evaluating on Education of Employees and Managers in the Czech Republic and English Speaking Countries." Lifelong Learning 1, no. 1 (2011): 64–76. http://dx.doi.org/10.11118/lifele2011010164.

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The thesis focuses on using a managerial instrument of 360-degree feedback while evaluating on managerial development. The main aim is to compare the use of this instrument in the Czech republic and in English speaking countries, which are home countries (especially USA) of 360-degree feedback. The thesis has also compared the frequency of using the method in English speaking countries and the main advantages and disadvantages, which are attributed to this instrument in the Czech Republic and in the USA, and other differencies. The branches, where 360- degree feedback is used, are also describ

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37

Sony Tambunan, Toman, Paham Ginting, Sirojuzilam Sirojuzilam, and Yeni Absah. "ANALYSIS IMPLEMENTATION OF A 360 DEGREE FEEDBACK PERFORMANCE APPRAISAL SYSTEM TO SUPPORT INNOVATIVE WORK BEHAVIOR, PERFORMANCE APPRAISAL FAIRNESS, COMMITMENT AND INDIVIDUAL PERFORMANCE FOR CIVIL SERVANTS." Proceedings of the 1st International Conference on Social Science (ICSS) 1, no. 1 (2022): 271–82. http://dx.doi.org/10.59188/icss.v1i1.38.

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The literature on 360-degree feedback performance appraisal systems has attracted considerable attention by showing a link between behavior change and individual performance. This study aims to analyze the strengths, weaknesses, opportunities and threats to the 360-degree feedback performance appraisal system for Civil Servants in the City Government of Medan. Data collected through observations, interviews and literature studies. Data analysis uses qualitative descriptive analysis. The data results will be used to determine the strengths, weaknesses, opportunities and threats to the implement

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38

McDowall, Almuth, and Rainer Kurz. "Effective integration of 360 degree feedback into the coaching process." Coaching Psychologist 4, no. 1 (2008): 7–19. http://dx.doi.org/10.53841/bpstcp.2008.4.1.7.

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This practical paper is based on a skills session as delivered at the British Psychological Society’s Special Group in Coaching Psychology Conference 2007 held in London. The first part of our paper provides a review of the extant research evidence on 360 degree feedback with focus on effects on individual development, making explicit links to the implications for coaching practice throughout. We conclude that 360 degree feedback is primarily effective when conceptualised and utilised as a finely grained means of instigating individual behaviour change and learning on job relevant attributes a

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39

Mohamed, Sabrine, Samah Faisal, and Heba Ali. "Assessing Head Nurses’ Leadership Practices Using 360 Degree Feedback." Egyptian Journal of Health Care 13, no. 2 (2022): 510–20. http://dx.doi.org/10.21608/ejhc.2022.231194.

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40

Mohamed, Sabrine, Samah Faisal, and Heba Ali. "Assessing Head Nurses’ Leadership Practices Using 360 Degree Feedback." Egyptian Journal of Health Care 13, no. 2 (2022): 510–20. http://dx.doi.org/10.21608/ejhc.2022.231194.

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41

Takahashi, Kiyoshi. "Multitrait Multirater Matrix Analysis of 360 Degree Feedback Programs." Japanese Journal of Administrative Science 14, no. 2 (2001): 67–85. http://dx.doi.org/10.5651/jaas.14.67.

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42

Chawla, Nandini. "360 Degree Feedback: Miles to Go Before We Sleep…." NHRD Network Journal 1, no. 2_Special_Issue (2007): 28–32. http://dx.doi.org/10.1177/0974173920070206s.

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43

Frankel, Lois P. "Using 360-degree feedback instruments: Holding up the mirror." Employment Relations Today 24, no. 1 (1997): 37–50. http://dx.doi.org/10.1002/ert.3910240106.

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44

Kandpal, Jyoti, Dr Satyawan Baroda, and Chhavi Sharma. "360 Degree Feedback Appraisals- An Innovative Approach of Performance Management System." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 1, no. 2 (2018): 53–66. http://dx.doi.org/10.24297/ijmit.v1i2.1447.

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360-degree feedback systems are typically introduced as part of individual or organisational development activities. However, 360-degree feedback is increasingly used as an integral part of performance appraisal, relating to administrative decisions such as promotions, terminations and pay (Fletcher & Baldry, 1999; Fletcher, 2001). There has been vigorous debate among practitioners and academics concerning the role of 360-degree feedback in the HR function (Bracken et al., 1997; Garavan et al., 1997; Handley, 2001). The use of such systems for developmental purposes only is based on the ar

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45

Fan, Chuanhao, Jiaxin Wang, Yan Zhu, and Hengjie Zhang. "A Consensus-Based 360 Degree Feedback Evaluation Method with Linguistic Distribution Assessments." Mathematics 12, no. 12 (2024): 1883. http://dx.doi.org/10.3390/math12121883.

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The 360 degree feedback evaluation method is a multidimensional, comprehensive assessment method. Evaluators may hesitate among multiple evaluation values and be simultaneously constrained by the biases and cognitive errors of the evaluators, evaluation results are prone to unfairness and conflicts. To overcome these issues, this paper proposes a consensus-based 360 degree feedback evaluation method with linguistic distribution assessments. Firstly, evaluators provide evaluation information in the form of linguistic distribution. Secondly, utilizing an enhanced ordered weighted averaging (OWA)

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46

Tambunan, Toman Sony, Paham Ginting, Sirojuzilam Sirojuzilam, and Yeni Absah. "Analysis applicability of 360-degree feedback performance appraisal as a new technique performance appraisal for civil servants." REVIEW OF MANAGEMENT, ACCOUNTING, AND BUSINESS STUDIES 1, no. 2 (2022): 30–39. http://dx.doi.org/10.38043/revenue.v1i2.3645.

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The literature on 360-degree feedback performance appraisal systems has attracted considerable attention by showing a link between behavior change and individual performance. This study aimed to analyze the strengths, weaknesses, opportunities, and threats to the 360-degree feedback performance appraisal system for Civil Servants in the City Government of Medan. To determine the participants in this study, it was calculated using the formula, Slovin. The data was collected through observations, interviews, and literature studies. Data analysis used qualitative descriptive analysis. The data re

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47

Palmer, Robert, Hugh Rayner, and David Wall. "Multisource feedback: 360-degree assessment of professional skills of clinical directors." Health Services Management Research 20, no. 3 (2007): 183–88. http://dx.doi.org/10.1258/095148407781395973.

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For measuring behaviour of National Health Service (NHS) staff, 360-degree assessment is a valuable tool. The important role of a clinical director as a medical leader is increasingly recognized, and attributes of a good clinical director can be defined. Set against these attributes, a 360-degree assessment tool has been designed. The job description for clinical directors has been used to develop a questionnaire sent to senior hospital staff. The views of staff within the hospital are similar irrespective of gender, post held or length of time in post. Analysis has shown that three independen

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48

Djachkova, Anastasija Vasilevna. "APPLICATION OF THE 360 DEGREE FEEDBACK METHOD FOR PERFORMANCE MANAGEMENT." V mire nauchnykh otkrytiy, no. 7 (November 22, 2014): 129. http://dx.doi.org/10.12731/wsd-2014-7-9.

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49

Nayak, Rajnish, Arvind Agrawal, and Gopal P. Mahapatra. "A Study on 360 degree Feedback System in RPG Enterprises." NHRD Network Journal 8, no. 1 (2015): 32–36. http://dx.doi.org/10.1177/0974173920150107.

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50

Maylett, Tracy. "360-Degree Feedback Revisited: The Transition From Development to Appraisal." Compensation & Benefits Review 41, no. 5 (2009): 52–59. http://dx.doi.org/10.1177/0886368709337922.

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