360-degree Feedback Research Articles

Leaders development program by 360 degree feedback: reflection on head nurses' leadership practices.

Leadership in nursing is crucial for delivering high-quality healthcare and ensuring positive outcomes for patients, staff, and institutions. Many nurses in leadership positions lack formal training, which can compromise their effectiveness. This study aims to evaluate the effect of a leadership development program utilizing 360-degree feedback on head nurses' leadership practices. A true-experimental design was employed in three healthcare institutions. The study involved 80 head nurses (40 intervention, 40 control), 240 staff nurses, and 29 supervisors. The intervention group participated in a six-week leadership development program using 360-degree feedback. Data were collected pre- and post-intervention using the Leadership Development and 360-Degree Feedback Knowledge Questionnaire and the Leadership Practices Inventory (LPI). The intervention group showed significant improvements in leadership knowledge and practices across all dimensions. Knowledge scores increased from 25.1 ± 8.8 to 93.0 ± 5.1 post-intervention, maintaining at 83.2 ± 7.1 at follow-up. Self-assessed leadership scores improved from 88.1 ± 6.0 to 97.5 ± 2.7, and 98.5 ± 2.0 at follow-up. Supervisor and staff assessments also showed substantial increases. Multiple linear regression analyses confirmed the strong positive impact of the intervention on leadership outcomes. The leadership development program using 360-degree feedback significantly enhanced head nurses' leadership knowledge and practices. The results suggest that such programs can improve leadership capabilities in healthcare settings, leading to better patient care and organizational performance. Future research should address group homogeneity and explore long-term impacts on patient outcomes.

TOOLS FOR EFFECTIVE CAREER DEVELOPMENT MANAGEMENT

In today’s environment, managing employees’ career development is becoming a key factor for the success and sustainable development of organizations, especially small and medium-sized enterprises (SMEs). The purpose of this article is to investigate current approaches to career management in SMEs and provide practical recommendations based on theoretical research and empirical evidence. The novelty of the study lies in the integrated approach to analyzing career management practices using both quantitative and qualitative methods. This allows for a deeper understanding of the impact of career development on employee motivation and retention in a resource-constrained and highly competitive environment. The research methodology includes reviewing existing literature and analyzing case studies from different industries to identify best practices and success stories. The use of mixed research methods, such as surveys and in-depth interviews, provides a more comprehensive view of current practices and their impact on employees. The results of the study show that career development management is critical to improve employee motivation and retention, which is particularly relevant for SMEs. Pay attention to aspects such as training and development, performance appraisal systems, reward systems and their impact on employee motivation. Training and development help to improve employees’ skills and adaptability to changes in the market, while appraisal systems such as 360-degree feedback and regular evaluations help to identify achievements and areas for improvement, forming individual development plans. A fair and competitive compensation system motivates employees and promotes employee retention. The author’s personal contribution is the design and implementation of an integrated research methodology that combines quantitative and qualitative methods, which provided comprehensive data and offered practical recommendations for SMEs. The article also discusses the factors that influence employee retention and the creation of a positive corporate culture, which contributes to their long-term professional growth and enhances companies’ competitiveness in the market. In an environment of rapid change and globalization, SMEs must pay special attention to human capital development to maintain competitiveness and achieve sustainable growth. The article provides recommendations for the implementation of effective career management programs and examples of successful practices from different sectors.

Modelos de evaluación del desempeño laboral: Una revisión sistemática de literatura.

The quality and success of an organization are inherently linked to employee performance, making periodic performance evaluation essential. This article analyzes the most commonly used existing models of performance evaluation at the organizational level. Traditional performance evaluation models, such as competency assessment, 360-degree feedback, and critical incident evaluation, have advantages and disadvantages. For example, competency assessment allows measuring skills and behaviors, while 360-degree feedback offers a comprehensive view by considering multiple perspectives. However, many performance evaluation models are affected by biases and subjectivity in results, requiring a significant investment of time and resources. On the other hand, artificial intelligence is transforming the landscape of performance evaluation. Technological advances enable the development of more objective and efficient systems for assessing employee performance. Additionally, artificial intelligence can analyze large volumes of data to identify trends and patterns in performance.

How Effective is the 360-degree Feedback Appraisal Method for Evaluating Employee Performance?

360-degree feedback, also known as multisource feedback, multi-rater feedback, or the 360-degree review system, is a comprehensive employee evaluation method designed to promote the all-around development of employees. Unlike traditional top-down appraisal methods, this system gathers input from various sources to create a holistic view of performance and areas for improvement. The 360-degree feedback process is designed to be continuous, supporting ongoing development throughout the year, rather than relying solely on periodic evaluations. This approach helps to address performance issues and foster growth on a regular basis, promoting a culture of continuous improvement.

Nurse perspectives on the assessment of emergency medicine residents: A qualitative study.

Multisource and 360-degree feedback are emerging methods in the medical education assessment literature. Nursing feedback in particular has been identified as a point of emphasis regarding what medical education leadership would most value for incorporating into their evaluations. There is no currently accepted tool for multisource feedback in the emergency department (ED). To answer this call, we conducted a qualitative study to elucidate nurse perspectives on evaluation of emergency medicine residents. We conducted individual semistructured interviews of ED nurses with experience working alongside residents via volunteer recruitment. Transcripts were coded independently by each author and then reviewed collaboratively to resolve differences. Codes were created by inductive thematic analysis and subsequently underwent constant comparison and classical content analysis. Recruitment continued until analysis of transcripts showed thematic saturation. We organized the interview transcript into chunks of information, arranging 407 quotes from the 10 interview transcripts into 17 codes and six themes regarding observable resident behaviors. Representative quotes and exemplar cases added detailed description to the meaning of these codes. The identified themes for observable resident behaviors included "general communication style," "medical knowledge," "efficiency," "patient communication," "nurse communication," and "professionalism." An additional 13 codes addressed the themes of barriers and catalysts for feedback. The identified themes on observable resident behaviors aligned well with prior literature and with the Accreditation Council for Graduate Medical Education (ACGME) Milestones. The interviews also highlighted nurse perspectives on barriers and catalysts for feedback that would be useful to incorporate into the design of an assessment tool.

‘What seems to be missing is actual reality’ Why don’t postdocs engage with career-focused professional development?

Background The relationship dynamics between postdoctoral researchers and their managers – typically Principal Investigators (PIs) - can directly and indirectly impact the professional development activities that postdocs participate in. Although career and development (C&D) conversations can be a platform through which both parties communicate about the postdoc’s development needs and career aspirations, it is unclear how frequently postdocs are having these types of conversations. Evidence from across the UK indicates that this group receive little feedback on their performance. Methods To explore interventions that could empower postdocs to initiate C&D conversations, we conducted a pilot study at the University of Cambridge where current postdocs were offered workshops utilizing two widely available professional development tools. Both workshops included 360-degree feedback interventions, and we hypothesized that the feedback gathered through these tools could give postdocs both a launching pad for facilitating a conversation with their PI and address the aforementioned feedback shortfall. Results Although most of the participant sample reported already having C&D conversations, those who did not report as such demonstrated mixed feelings about whether facilitating these types of discussions is even part of the PI role. Insights from participants’ engagement with the 360-degree feedback tools also show that participants were mindful of time constraints when seeking feedback, indicating that the usefulness of such interventions may be inhibited by wider cultural issues in the sector. Conclusions Through the development of what we call ‘the researcher development framework, this study highlights the shortcomings of using professional development interventions to address cultural issues.

Mediation Roles of Transformational Leadership and Psychological Empowerment on Work-Life Balance and In-role Performance of Vocational Educators in Nigeria

This study is necessitated by the dire need to determine the mechanisms of leadership transformation approaches that explain why 360-degree feedback is effective in helping supervisors and subordinates identify weaknesses and strengths and take positive actions for institutional health, growth, and productivity. The study tested five hypotheses based on survey responses from 754 TVET stakeholders (Deans, HODs, educators, undergraduate and postgraduate students). Data was elicited from the participants usingfour Scales. The reliability of the instruments was determined using the Cronbach alpha technique. Data collected was analysed using descriptive, inferential statistics and hierarchical Multiple Regression method to determine the total, direct and indirect effects of the variables studied. The result indicated that psychological empowerment and work-life balance jointly and significantly mediated the relationship between transformational leadership and the in-role performance (IRP), and also psychologicalempowerment and educators’ IRP. This study contributes to the extant literature that promote supervisors’ transformational leadership styles, vocational educators’ in-role performance, and work-life balance. The practical implications, limitations, and suggestions for future research were discussed.

A Consensus-Based 360 Degree Feedback Evaluation Method with Linguistic Distribution Assessments

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) operator, the model aggregates multi-source evaluation information to handle biased evaluation information effectively. Subsequently, a consensus-reaching process is established to coordinate conflicting viewpoints among the evaluators, and a feedback adjustment mechanism is designed to guide evaluators in refining their evaluation information, facilitating the attainment of a unanimous evaluation outcome. Finally, the improved 360 degree feedback evaluation method was applied to the performance evaluation of the project leaders in company J, thereby validating the effectiveness and rationality of the method.

Job satisfaction brought about by the innovative personality of the supervisor: Adding new dimensions to leadership research

This study analyzed supervisor factors that affect employee attitudes, and adds two new aspects to these. We applied structural equation modeling to an online survey of 1,000 full-time employees across 10 Japanese industries. We found that the supervisor's innovative personality had a positive effect on the subordinates' job satisfaction, and the traditional drinking culture of Japanese companies had a positive effect on the subordinates' turnover intention. Therefore, it is necessary to convey the importance of expressing innovation on a daily basis in training managers, and to not force the drinking culture into the 360-degree evaluation feedback of supervisors.

Employee Performance Assessment Model in Survey Service Companies Using Analytical Hierarchy Process and Naive Bayes

Assessment of the performance of employees of a survey service company produces a final score that is not in accordance with the company's transformation strategy in responding to external challenges and demands. The variable assessment process still uses 180 Degree Feedback which is one-way from superiors to employees. This makes the company's learning and growth activities, especially in the human resources department, not occur. Therefore, companies should improve the assessment model to become a tool for acquiring highly qualified performing employees. This study contributes to obtain a more comprehensive employee performance assessment model proposal and evaluate the model so that it can be implemented. The research limitation lies in the use of data, namely contract employees with the position of Project Manager. This study uses the Analytical Hierarchy Process and Naïve Bayes methods to obtain variable weights. Based on the results of the analysis, it was found that SOE (State Owned Enterprises) AKHLAK was a new variable. The classification of the assessment variables is divided into Performance and Behavioral aspects based on the Minister of SOE Regulation. Changes that occur include formulas, mechanisms, and rating scales. The results of the verification and validation show that the model is in accordance with the design so that it can be implemented. Model trials with 360 DF show that PM's final score has a good chance of being assessed as a full-time employee. This valuation model can change along with company policies in responding to internal and external changes.

A STUDY ON ANALYSIS OF PERFORMANCE APPRASIAL SYSTEM

This study aims to analyze the performance appraisal system implemented at Koso India Pvt. Ltd., a leading provider of industrial valves and automation solutions. Performance appraisal systems are critical in assessing employee performance, enhancing productivity, and aligning individual objectives with organizational goals. This research investigates the effectiveness, efficiency, and employee perceptions of the current appraisal system at Koso India Pvt. Ltd. The methodology involves a mixed-methods approach, combining quantitative data from employee performance records and qualitative insights from employee surveys and interviews. Key performance indicators (KPIs) and appraisal outcomes were analyzed to gauge the system's impact on employee development and organizational performance. Findings reveal that while the performance appraisal system at Koso India Pvt. Ltd. effectively identifies high performers and areas needing improvement, there are challenges related to consistency, transparency, and feedback mechanisms. Employees expressed concerns over the subjective nature of certain evaluation criteria and the lack of actionable feedback. Additionally, the study highlights the need for continuous training for appraisers to ensure fairness and objectivity. Recommendations include enhancing the transparency of the appraisal process, incorporating 360-degree feedback mechanisms, and providing regular training sessions for both employees and appraisers. By addressing these areas, Koso India Pvt. Ltd. can improve employee satisfaction, foster a culture of continuous improvement, and better align individual performance with the company's strategic goals.

Performance Monitoring Model to Increase the Productivity of STMIK Mardira Indonesia Employees

Performance monitoring is a crucial aspect in assessing the advancement of an organization. An effective way to monitor performance is by implementing performance assessments for staff. Employee performance is consistently hindered by the absence of work achievement targets or Employee Work Targets (SKP). This study aims to develop a performance monitoring framework that can be used at STMIK Mardira Indonesia. The research methodology is qualitative, utilizing a case study design and naturalistic observation. The recommended performance monitoring model for implementation at STMIK Mardira is a hybrid approach that combines Traditional Assessment, Management by Objective (MBO), and 360-degree Feedback models. This model is further enhanced by utilizing a digital-based information system called the Human Resource Information System (HRIS).

Implementation of 360 Degree Feedback Performance Appraisal System for Civil Servants: A Good Things Towards Behavior and Performance Change

Implementation of 360 Degree Feedback Performance Appraisal System for Civil Servants: A Good Things Towards Behavior and Performance Change

The Conceptual Framework for 360 Degree Feedback: Objectives, Requirements, and Conditions for Success

360-degree feedback is the process of collecting and measuring co-worker feedback from multiple sources. The descriptive objectives of this study to discussed the conceptual framework of the 360-degree feedback method, which is part of an extensive study conducted by the researcher. Objectives: presenting the concept of the feedback method, defining the objectives of the method, discussing the reasons for use, the advantages and disadvantages of the method, application requirements, and finally the conditions for the success of the feedback (360) degrees. The study adopted the descriptive analytical approach, and the method of collecting quantitative. The results showed that the objectives of the method are useful for work and career development, including self-development, leadership development, management and implementation development, identifying the training needs of employees, reducing traditional performance appraisal errors, and introducing the individual to his or her level of performance. As for the reasons that led to the use of the method, they are: the transformation of companies from hierarchical organization to horizontal organization, widening the scope of supervision, obtaining broader points of view, improving the school climate based on justice. Among the advantages are for revealing the gap between the individual's perspective in evaluating his or her performance, and the perspective of others for this performance, building training programs for employees, enhancing the orientation towards teamwork and exchanging experiences, helping to make decisions related to promotion and wage increase. As for the defects, they included: the possibility of being affected by various biases, such as the halo effect, the recency bias, the indulgence bias, in addition to the employees' reluctance to provide negative feedback even if it was honest, the delay in the feedback process, and low participation rates. The errors were limited to (13) errors that may occur when using this method. As for the requirements, they included: defining objectives, defining target individuals. Determine the method of analyzing the information, carrying out an awareness and communication campaign, and following up the implementation accurately. Among the conditions for the success of the assessment: that the feedback is done honestly in the light of specific objectives, adopt impartiality, objectivity, scientific and professional properly. Focus on the performance, not the person. Taking into account the feelings of workers when providing negative feedback. It should be comprehensive and provide positive and negative feedback. Share external sources.

A national training course for clinical trainers in family medicine.

Quality vocational training is important to ensure that family physicians can strengthen the district health system. Competent clinical trainers and supervisors, with the necessary educational knowledge and skills, are required for this job. In 2014, a formal Train the Clinical Trainer (TCT) course was introduced in South Africa as a collaborative effort between the Royal College of General Practitioners (RCGP) and the South African Academy of Family Physicians (SAAFPs). To make the training relevant, the course was aligned with the National Unit Standards for Family Medicine, as these defined the learning outcomes for registrars. The aim of the TCT course was to equip workplace-based clinical trainers with an essential set of educational skills, which could be further developed through mentoring and support. Accredited trainers present the face-to-face course yearly to two family physicians from each of the nine departments of family medicine in South Africa. The TCT course is built around the educational principles of learner-centredness and andragogy. During these 5 days of training the roles and responsibilities of trainers and learners, the learning environment, alignment with the curriculum, assessment for and of learning, and leadership are covered. Recently online assessment, the e-portfolio and the use of entrustable professional activities were added to the course content. In the future we would like to accredit more clinical trainers through a process of workplace-based self-evaluation and 360-degree feedback from peers and students. Lastly, we want to expand the training course in the African region.Contribution: The Train the Clinical Trainer (TCT) course, established in 2014 through RCGP and SAAFP collaboration in South Africa, ensures family physicians have essential educational skills. Aligned with national standards, the course embraces learner-centered principles. Ongoing enhancements include online assessments and future plans involve accrediting more trainers through self-evaluation and expanding across the African region.

A Study on Implications of 360-Degree Feedback on the Teaching Faculty in RIMT University of Punjab

A Study on Implications of 360-Degree Feedback on the Teaching Faculty in RIMT University of Punjab

Leadership development through 360-degree multi-rater feedback—An experience sharing of need, approach, roll-out, and the impact

The organizational development (OD) interventions carried out by the assessment center identifying the competencies becomes effective only if the expectation of the stakeholders is met. A 360-degree multipurpose intervention is to assess and develop project director’s leadership capabilities and enable them to execute Mega Infrastructure Projects in India executed by Larsen and Toubro, the leading engineering, procurement and construction (EPC) players of India. Implementing such Mega Projects by maintaining time, cost, safety, and quality parameters require leadership skills of high order. To meet out this requirement implementation partner interacted with few project directors from each business verticals such as nuclear, hydel, metro, defense, special bridges and ports and harbor, to understand the role holders’ challenges and the expectations. L&T Heavy Civil Infrastructure (HCI) Leadership Competency framework was thus drafted looking into the role intensity and specific role-based challenges of the Mega Project Leaders. The questionnaires were designed to cover all dimensions and sub dimensions of 8 competencies, covering 40 behavioral Indicators. the questionnaires were hosted on the online platform to including self, supervisor, direct repartees, peers, customers, and other stakeholders. Validation to the assessment of each dimension and sub-dimensions as qualitative feedback is done with simple average scores and the range. The study found that execution leadership was the highest rated competency followed by customer engagement and talent management. The study also found that strategic orientation and decision making were rated low compared to other competencies, got validated by comments of customers as well. This is quite evident from the feedback that was taken after 9 months of the intervention. The study by using Delphi technique revealed that by providing feedback from all stakeholders supported by systematic coaching, 88% participants showed improvement in the low rated items. The study further proved that with proper feedback and coaching at an individual level with required trust and keeping development as the core agenda and without linking to any other HR processes like appraisal and promotion, majority of the participants took full ownership, interest and worked on their individual competency development showing their learning agility.

360-Degree Feedback as a Tool for Improving Employee Performance

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 both pertinent and targeted. This enables an examination of the efficacy and ramifications of implementing 360-degree feedback within organizational contexts with the aim of improving employee performance.The main goal of the research is to study barriers and challenges in implementing 360-degree feedback& to examine 360-degree feedback as a tool for improving employee performance through research questions.

Performance Evaluation of Public Library Managers in Qom by 360-degree Feedback Method

Performance Evaluation of Public Library Managers in Qom by 360-degree Feedback Method

HR PRACTICES OF ULTRATECH CEMENT LIMITED: A CASE STUDY

Objective: The primary goal of this study was to comprehend the notion of human resource practises and to compile a list of the numerous HR practises employed by UltraTech cement ltd. In addition, the research aimed to analyse the advantages, benefits, constraints, and disadvantages of their human resource practises. Methodology: Secondary sources were investigated in order to generate a thorough evidence-based study of HR practises. The semi-systematic review employs a large number of published reports and articles from Springer, Taylor & Francis, Emarald, Srinivas Publications, Research Gate, SSRN, and other search engines like Google Scholar. As a result, in order to evaluate existing knowledge, the data analysed originates from secondary sources. Findings: According to the findings, UltraTech cement ltd. emphasises employee value proposition and has a robust organisational structure that supports them in discovering and employing individuals. They also have effective HR practises in place, such as recruitment and selection, performance appraisal, a 360-degree feedback programme, and talent management, to increase staff productivity. They also provide various innovative HR practises such as Ideathon, Suggestion Mela, Learning and Development, and PraGaTi (Potential-Guidance-Talent) and Margdarshan, which have promoted active engagement of all workers for the companys success. Furthermore, they place a high value on human rights issues such as raising human rights awareness, ensuring good legal compliance, engaging stakeholders in human rights concerns, emphasising diversity, and promoting the freedom of all employees, among others. Originality/value: HR practices adopted by UltraTech cement are very vital hence needs to be retained and encouraged by the other concerns to boost employee productivity and organisational long term growth. This study provides a quick glance over the various HR practices thereby encourages innovative HR practices. Paper type: Case study KEYWORDS: UltraTech Cement limited, HR Practices, Employee productivity, ABCD Listing.