360-degree Feedback Research Articles

Developing the Upcoming Generation of Leaders in the Workplace

This project is designed to understand the different generations coexisting in the workplace and create recommendations for corporate leadership on most effectively managing and developing leadership competencies in the younger generation. This investigation, examined through secondary sources and interviews with 20-35 year-olds, provides insight on the tools upcoming leaders need in order to build on current corporate success. Current research from psychology and business journals, and publications released by consulting companies and other sources was consolidated to evaluate the status of the workforce given the recent generational spread. Interviews were conducted with twelve employees and consultants from various industries in Calgary to understand their workplace values, definition of effective leadership, career aspirations, and views on their needs from current employers. Gen Yer’s and Traditionalists want to learn from one another in order to combine skills and strengths. This learning should take the form of both structured and informal mentorship as well as 360-degree feedback. The incoming generation wants a company to invest in them, which many companies are reluctant towards because they accurately believe Gen Xer’s and Yer’s have less longevity. The paradox lies in the reality that this generation is drawn to an environment in which their capacity for learning and opportunities are extensive. They are eager to build their careers with a company that helps them access a range of experiences, understand the ‘big picture’, and fosters challenging and meaningful work. Younger workers expect a culture of transparency, teams over hierarchies, respect for personal life, and trust.

Ranking and selecting the best performance appraisal method using the MULTIMOORA approach integrated Shannon\u2019s entropy

The selection process of appropriate Performance Appraisal (PA) methods for organizations in today’s dynamic and agile environments along with its funding scales is a complex problem. Performance appraisal in modern organizations has become a part of the strategic approach toward integrating business policies and human resource activities. The existence of multiple criteria in the decision-making procedure makes finding the optimal PA method more challenging. The current study tackles a PA method assessment by applying a multiple criteria decision analysis method i.e., MULTIMOORA integrated Shannon’s entropy significance coefficient. A case study on the optimal PA method selection is analyzed by identifying the criteria and alternatives based on the literature and expert comments of the case-study employing two approaches, that is, MULTIMOORA and Entropy MULTIMOORA. The final rankings of the suggested methods are compared to TOPSIS and TOPSIS integrated Shannon’s entropy methods utilizing correlation coefficients of the final ranks. Eventually, by identifying the optimal PA approach i.e., 360-degree feedback, the selected optimal method employed in the case study and results are demonstrated and described with a comprehensive example.

The Leadership Lab for Women: Advancing and Retaining Women in STEM through Professional Development.

Innovative professional development approaches are needed to address the ongoing lack of women leaders in science, technology, engineering, and math (STEM) careers. Developed from the research on women who persist in engineering and computing professions and essential elements of women’s leadership development, the Leadership Lab for Women in STEM Program was launched in 2014. The Leadership Lab was created as a research-based leadership development program, offering 360-degree feedback, coaching, and practical strategies aimed at increasing the advancement and retention of women in the STEM professions. The goal is to provide women with knowledge, tools and a supportive learning environment to help them navigate, achieve, flourish, and catalyze organizational change in male-dominated and technology-driven organizations. This article describes the importance of creating unique development experiences for women in STEM fields, the genesis of the Leadership Lab, the design and content of the program, and the outcomes for the participants.

Performance Appraisal and Employee Productivity in Plateau State Internal Revenue Service, Nigeria

The study examined the effect of Performance Appraisal on Employee Productivity in Plateau State Internal Revenue Service. The study was guided by two objectives and two null hypotheses of no significant relationship. The study adopts survey research design. The population of the study consists of all 1580 employees of PSIRS. The sample size of the study was 319; this was determined using Taro Yamane formula. The sample size was allocated to the population using Bourley’s Proportional formula. The instrument of data collection was a structured questionnaire. The instrument was subjected to face and content validity. Cronbach alpha method was used to establish the internal consistency of the questionnaire items. A reliability coefficient of 0.85 was obtained. Data collected were analyzed using frequency, percentages and tables. Logit regression model was used to assess the nature and degree of relationship between dependent variable and independent variables. Log likelihood ratio Chi-square and Log likelihood estimates were used to test model fit of the 2 hypotheses for the study; the z-statistics test was also used to test the independent variables influence on the dependent variable. The study revealed that management by objectives and 360 degree feedback appraisal techniques enhanced employee productivity in PSIRS. It was recommended that, PSIRS should enforce management by objectives in order to enable staff participate in organizational goal setting and understand areas of responsibility so as to further improve productivity. The 360 degree feedback appraisal techniques should also be encouraged to serve as pre-requisite for supervisors and employees to discuss organizational weaknesses, productivity standards and areas of improvement.

The Study of Reservations and Concerns in Application of 360° Feedback System

The main aim of the study is to analyze the effectiveness of 360-degree performance appraisal feedback system in Anand Publications and Nageen Publications. Performance evaluation techniques are often driven by a desire to minimize disagreement across evaluations. Historically, the typical goal of maximizing agreement is based on the assumption that there exists an objective reality that will be similarly perceived and reported, despite differences in rater perspective. The responses are presented collectively to the assessee in the form charts and graphs. Comments and interpretations are presented later. Counselling sessions are arranged with the employee to remove the weaknesses identified in the Three sixty degree assessment. A sample size of 100 employees is chosen. Out of which 50 employees were from Anand Publications and remaining 50 from Nageen Publication. Companies that implement 360° feedback without first developing good managers who can give feedback correctly risk serious damage to teamwork and morale. Providing constructive feedback calls for instruction, training and practice. Any organization considering using 360° feedback in the appraisal process should begin by using for development purpose only and then gradually to make it a part of appraisal system.

360-Degree Feedback for Sport Coaches: A Follow-Up to O’Boyle (2014)

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 feedback literature, along with insights shared from Canadian intercollegiate head coaches to highlight some of the potential benefits and challenges of implementing a 360-degree feedback system in sport. We then suggest ‘best practices’ for effectively integrating this appraisal system and provide an example coach report to illustrate how feedback would be provided to a coach following a 360-degree feedback protocol. It is our hope that this sample protocol paper will encourage coaches, athletic directors, and other sport administrators to integrate comprehensive coach feedback practices in their sporting programs.

TACTICS TO INCREASE LEADERSHIP SPEED

TACTICS TO INCREASE LEADERSHIP SPEED

Feedback 360 graus nas agências reguladoras federais

Este artigo tem como objetivo descrever o processo de avaliação de desempenho de servidores públicos das agências reguladoras federais denominado feedback 360 graus, sob a ótica da adaptação da prática ao contexto do Poder Executivo Federal. Foi utilizado o delineamento documental de pesquisa, em que a coleta de dados primários se deu mediante a utilização do Sistema Eletrônico do Serviço de Informação ao Cidadão (e-SIC). A análise dos dados decorreu do confronto entre a literatura existente e as particularidades da adaptação do instrumento ao objeto de estudo. Os resultados indicam que tal adaptação caracteriza-se pelo foco no monitoramento para o alcance de metas e resultados, em vez da priorização do desenvolvimento das carreiras dos avaliados. Aproxima-se, assim, mais das características dos métodos tradicionais de avaliação de desempenho que dos atributos inovadores do feedback 360 graus.

The effect of leader overestimation on stakeholder value creation

We develop and test theory on how and why leader overestimation–when leaders’ positive evaluations of their own abilities exceeds that of their followers–negatively affects their team’s ability to generate stakeholder value. Employing polynomial regression and response surface methodology on 360-degree feedback data from 226 leaders (Study 1) and a total of 157 working teams and their respective stakeholders (Study 2), we find that leader overestimation diminishes stakeholder value creation because of its negative effect on group potency. We discuss the implications of these results for theory and practice.

The usefulness of 360 degree feedback in developing a personal work style

Abstract The present study focuses on a new approach in the process of developing personal work styles, based on the usefulness of 360 degree feedback, taking into consideration the following dimensions: work-life balance, gender-age, self-development and the behavior a person has, following the process of self-development and defining work style. Using different approaches, the study attempts to identify if there are some differences between the evaluations received from the family and the ones from the work environment. All these factors aim at improving personal, but also organizational performances. Based on the current body of the literature, a discussion is made and conclusions are presented.

A Developmental Study on Evaluating the Performance of Preschool Education Institution Teachers with 360 Degree Feedback

In accordance with the subject of this research, three different scales to measure preschool teachers’ performances with respect to school principals’, parents’ and children’s point of view were developed for the research. 51 principals, 893 parents and 256 children participated in the research.“Teacher Performance Evaluation Scale – Administrators’ Form” (TPESAF), “Teacher Performance Evaluation Scale – Parents’ Form” (TPESPF) and “Teacher Performance Evaluation Scale – Children’s Form” (TPESCF) are the scales that were prepared and used by the researcher. The data obtained were analysed by “SPSS 13 for Windows”. The main results of the research are as follows: Research, an exploratory factor analysis was carried out for each of the scales developed. In order to show the validity of the scales, the overall and sub-test content validity analysis and differentiation power of the (TPESAF), (TPESPF) and (TPESCF) were calculated. Following the factor analysis which gave the scales their final shape, statistical reliability analysis was carried out. In this study, Cronbach Alpha coefficients of the (TPESAF), (TPESPF) and (TPESCF) and their sub-tests’ means and standard deviations were calculated. Furthermore the test re-test reliability analysis was carried out. The scales were found to be reliable according to the reliability analysis (Cronbach Alpha Coefficients of Principal’s Form: 0,94, Parents’ Scale: 0,93, Children’s Scale: 0,84).

Applying a balanced score card approach and Multi-Rater feedback strategy to shift from appraising to managing head nurses’ performance at general surgical units-Main Mansoura University Hospital-Egypt

Background and objective: Traditionally, performance appraisal is used to measure behaviors, procedures or actions taken as in head nurse performance plans. Applying balanced score card measures at the nursing administration department level with participating the findings with all nursing staff and patients will help administrators to get all information needed to match head nurses performance plans with nursing administration department as well as hospital goals which help in drawing full shape of performance. The objective was to apply balanced scorecard approach with 360-degree feedback strategy to shift from appraising to managing head nurses’ performance at general surgical units -Main Mansoura University Hospital-Egypt.Methods: Subjects: All supervisors (n = 12), head nurses (n = 10), staff nurses (n = 96) working in general surgical units and all available patients admitted to these units at the time of study (n = 113) were included. Tools: Eight tools that were used for data collection involved feedback questionnaires for patients, head nurses, staff nurses and supervisors, observational checklist, activity analysis checklist, auditing performance appraisal form, and auditing personnel decisions form.Results: There was a statistically significant difference between head nurses, staff nurses and supervisors’ perspectives from one side and among patients’ perspectives from the other side regarding the performance of head nurses’ in general surgical units. In addition, nearly of third of head nurses’ time spent in unclassified activities. However, none of personnel decisions depended on performance appraisal outcomes.Conclusions: The results of the present study indicated that the methods used to measure head nurses’ performance in general surgical units at Main Mansoura University Hospital were not integrated or depend on clear work standards to develop and improve the performance of Head Nurses (HNs).

Assessment of Managers' Performance and Its Relationship with Job Stress through 360 Degree Feedback Method

Assessment of Managers' Performance and Its Relationship with Job Stress through 360 Degree Feedback Method

MRONJ risk reduction pathway - 360 degree survey

Introduction Bisphosphonates and denosumab reduce the risk of skeletal events in some malignancies (for example, breast, myeloma). These drugs carry a significant risk of a difficult-to-manage side effect of medication related osteonecrosis of the jaw (MRONJ). Preventive dental screening and treatment reduces the incidence of MRONJ. A managed clinical network (MCN) has been used to provide a MRONJ risk reduction pathway. A 360 degree survey was undertaken to assess the effectiveness of the pathway.Aim The aim of the 360 degree survey was to evaluate if this preventive pathway fulfilled its aims based on patient and stakeholder responses.Method A multidisciplinary, cross-service, cross-health board MRONJ preventive pathway has been developed. A 360 degree feedback survey of patients and other stakeholders was undertaken.Results Overall, this survey revealed high levels of satisfaction across patients, oncologists, community dental services, general dental services, and hospital managers.Conclusion Alternative ways of delivering MRONJ preventive pathways can be developed and assessed using iterative stakeholder feedback aided by a robust clinical governance framework.

Autonomous Learning of College English Based on 360-Degree Feedback Mode

In this study, we propose a new 360-degree feedback mode of autonomous learning for college English, and explore impacts and effectiveness of this mode on students' autonomous learning ability. A one-year teaching experiments was conducted with an Experimental Class comparing to Control Class in college English teaching. The teaching experiment results show that most students accept and approve 360-degree feedback mode, and their autonomous learning abilities are trained and strengthened in this experiment. And the examination performance of Experimental Class is better than Control Class in both final exam and CET Level 4 significantly. It indicates that 360-degree feedback mode can help students improve their autonomous learning ability as well as English comprehensive application ability.

The Impact of 360 Degree Feedback on Employee Role in Leadership Development

360 degree feedback has gained popularity as a performance management and career development tool in the organizations. It is a useful development tool for employees who are in a management role, and also useful to help people be more effective in their current roles, and also to help them understand what areas they should focus for development. The study is conducted about the employee's role in leadership development through 360 degree feedback. The 360 degree feedback is not like a typical performance appraisal approach. It provides the feedback from all aspects from supervisors, seniors, peers, subordinates, suppliers, customers for an individual, the same individual will also rate himself and then match the performance from others rating. This study tests the compound correlation between employee leadership development and the application of 360-degree feedback in an organization. The contribution of this research is done through a sample of 40 employees chosen by different experienced group occupying various positions in IT organizations. The results shown that there were 20 common feedbacks in 360 degree feedback of organizations in Bhubaneswar. The data indicated that most of the feedbacks were very important. The study has been conducted on a group of employees to improve leadership development of 360 degree feedback. The results of the this analysis demonstrate that the implementation of 360-degree feedback in an organization not only gives rise to employee's leadership development, but also helps in sustaining organizational development.

КАК СТУДЕНТЫ ВОСПРИНИМАЮТ СВОЙ УНИВЕРСИТЕТ: ВОЗМОЖНОСТИ ДЛЯ КРОСС-НАЦИОНАЛЬНЫХ ИССЛЕДОВАНИЙ

“How do students view their own university?” The answer to this important but elusive question offers a welcome opportunity for cross-national research. In this two-part report, part one reviews the value of 360-degree feedback for educational institutions - why and how this may promote cross-national research. Part two offers a case study of research at Fordham University, examining a shift in student attitudes after the opening in 2016 of a new half-billion dollar Law School building in New York City.

Study of relationship between 360 degree feedback and spirituality at work among employees in the organization

Study of relationship between 360 degree feedback and spirituality at work among employees in the organization

Leadership development in a professional medical society using 360-degree survey feedback to assess emotional intelligence.

The current research evaluated the potential utility of a 360-degree survey feedback program for measuring leadership quality in potential committee leaders of a professional medical association (PMA). Emotional intelligence as measured by the extent to which self-other agreement existed in the 360-degree survey ratings was explored as a key predictor of leadership quality in the potential leaders. A non-experimental correlational survey design was implemented to assess the variation in leadership quality scores across the sample of potential leaders. A total of 63 of 86 (76%) of those invited to participate did so. All potential leaders received feedback from PMA Leadership, PMA Colleagues, and PMA Staff and were asked to complete self-ratings regarding their behavior. Analyses of variance revealed a consistent pattern of results as Under-Estimators and Accurate Estimators-Favorable were rated significantly higher than Over-Estimators in several leadership behaviors. Emotional intelligence as conceptualized in this study was positively related to overall performance ratings of potential leaders. The ever-increasing roles and potential responsibilities for PMAs suggest that these organizations should consider multisource performance reviews as these potential future PMA executives rise through their organizations to assume leadership positions with profound potential impact on healthcare. The current findings support the notion that potential leaders who demonstrated a humble pattern or an accurate pattern of self-rating scored significantly higher in their leadership, teamwork, and interpersonal/communication skills than those with an aggrandizing self-rating.

Workplace ostracism and deviant and helping behaviors: The moderating role of 360 degree feedback

SummaryDrawing on sociometer theory, we argue that when 360 degree feedback is used in a work setting, being ostracized by coworkers has a stronger negative influence on employees' state self‐esteem, which promotes interpersonal deviance and demotivates helping directed toward coworkers, as compared to settings in which 360 feedback is not used. We tested our hypotheses using data collected from North American employees (Study 1) and a two‐wave survey of employees in China (Study 2). Results from both studies support the hypothesized interaction between workplace ostracism and 360 degree feedback on interpersonal deviance and helping behavior. Results from Study 2 further show that lower state self‐esteem accounts for the stronger negative association of ostracism with helping behavior among employees who are exposed to 360 degree feedback. Ostracism is not related to subsequent state self‐esteem or behavior when 360 degree feedback is absent. We discuss the implications for theory and research concerning employee exclusion. Copyright © 2016 John Wiley & Sons, Ltd.