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Essay / Research Paper Abstract
This 3-page paper focuses on problems inherent in the 360-degree performance appraisal process. Bibliography lists 1 source.
Page Count:
3 pages (~225 words per page)
File: AS43_MTemfeedba.rtf
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Unformatted sample text from the term paper:
turn, persuaded his companys senior management to try the 360-degree feedback process. The process, however, didnt work as well as the CEO had hoped. After the first round, everyone in
the company, including the CEO, was frustrated with the outcome. People complained about the amount of work involved, and the process. Added to that supervisors were convinced many of the
ratings were inflated. The companys next step was to decide whether to junk the process or continue.
How does 360-degree feedback improve communications and performance? The theory behind the assessment is that, rather than imply a top-down view
of the employee, the 360-degree view provides a more holistic assessment of the employee. This is because the employee receives appraisals not only from supervisors but from co-workers and subordinates,
too. Such an assessment can open the doors when it comes to communication and performance because (in theory) it provides a holistic
view of the employee. It gives the employee multitudes layer of feedback, helping him or her pinpoint issues that could use work, and situations in which s/he is doing very
well. But the problem with use of the 360-degree assessment, as our CEO learned, is you cant just foist it on an organization.
An organization needs to be prepared for it. Adapting such a process requires a great deal of forethought, training and planning. Why was 360-degree feedback unsuccessful in this case?
As mentioned above, the organization was not prepared. The CEO felt it would be a simple matter of just doing it - so senior
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