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| Author: | Toegel, G. Conger, J.A. |
| Title: | 360-degree assessment: Time for reinvention |
| Journal: | Academy of management learning and education
2003 : SEP, VOL. 2:3, p. 297-311 |
| Index terms: | Management education Performance appraisal |
| Language: | eng |
| Abstract: | One of the most popular management development tools in use today is the 360-degree assessment instrument. Particularly, 360-degree assessment is replacing the traditional performance appraisal. This trend toward multiple uses, especially administrative ones, should raise concerns, and its implications are discussed. our focus is on dilemmas created when a feedback tool is stretched to include potentially conflicting aims. An analysis is carried out on 3 levels (individual, interpersonal, and organizational) using 3 frames (cognitive, psychometric, and game-theoretical). It leads to the conclusion that if used for multiple purposes, 360-degree assessment is in danger of losing its efficacy as a process to deliver honest and constructive feedback. It is suggested that it is time for reinvention of the tool and its process methodology. In particular, it is argued for the development of two distinct tools, one for management development and another for performance feedback. The management development tool would rely more heavily on qualitative feedback and competences for development. The performance appraisal feedback tool would be designed around quantitative feedback and measuring performance outcomes. |
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