Access the full text.
Sign up today, get DeepDyve free for 14 days.
Kenneth Bettenhausen, D. Fedor (1997)
Peer and Upward AppraisalsGroup & Organization Management, 22
S. Salam, J.F. Cox, H.P. Jr Sims
In the eye of the beholder: how leadership relates to 360‐degree performance ratings
M.R. Edwards, A.J. Ewen
Providing 360‐Degree Feedback: An Approach to Enhancing Individual and Organizational Performance
S.H. Gebelein, W. Kinard, D. Mitchell
The challenges of making 360‐degree performance appraisal work
E.C. McGee
Peer evaluation: coaching for coaching
D. Waldman (1997)
Predictors of Employee Preferences for Multirater and Group-Based Performance AppraisalGroup & Organization Management, 22
M. London, James Smither, D. Adsit (1997)
Accountability: The Achilles' Heel of Multisource FeedbackGroup & Organization Management, 22
K.L. Bettenhausen, D.B. Fedor
Peer and upward appraisals: a comparison of their benefits and problems
J.W. Westerman, J.G. Rosse
Reducing the threat of rater nonparticipation in 360‐degree feedback systems: an exploratory examination of antecedents to participation in upward ratings
D. Hitchcock
What are people doing around peer review?
G. Yukl, R. Lepsinger
How to get the most out of 360‐degree feedback
T. Chlebos, C. Grace, J. Klaus, B. Larson, D. Montee, D. Sawisky, R. Speer, J. Stefka, J. Traeger
From vision to revision: developing a peer appraisal process for the manufacturing environment
Sabrina Salam, Jonathan Cox, H. Sims (1997)
In the Eye of the BeholderGroup & Organization Management, 22
James Westerman, Joseph Rosse (1997)
Reducing the Threat of Rater Nonparticipation in 360-Degree Feedback SystemsGroup & Organization Management, 22
J. Nord, M. Groth, D. Leedy, T. Gauthier
Peer performance appraisal in a knowledge based work team
J.E. Jones, W.L. Bearly
360‐Degree Feedback: Strategies, Tactics, and Techniques for Developing Leaders
T. Severin, R. Black
Managing team performance through the use of peer assessments
K. Just
A team performance management system that REALLY works!
Shelly Funderburg, P. Levy (1997)
The Influence of Individual and Contextual Variables on 360-Degree Feedback System AttitudesGroup & Organization Management, 22
A. Church, D. Bracken (1997)
Advancing the State of the Art of 360-Degree FeedbackGroup & Organization Management, 22
An increasingly important performance measurement tool, especially in the area of teams, is 360° feedback. This paper discusses the theories behind the system, and provides an in‐depth review of the techniques of implementing 360° feedback in an organization. Steps for implementation include selection of raters, questionnaire construction, feedback, presentation, and follow‐up. Additional considerations such as rater responsibility, cost, organizational change and support, benefits, and dangers of abuse or mis‐usage of the system are addressed. Special considerations are discussed for using the system in team settings and how the system can be built‐in to a developing team system or adapted for use in an existing one. More research is currently needed in areas such as quality of samples, process information, training effectiveness, and sustaining the process.
Team Performance Management – Emerald Publishing
Published: Aug 1, 1998
Keywords: Assessment; Feedback; Performance measurement; Teams
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.