Is 360-degree feedback little more than a passing fad?

Assignment 1 A Week 5- Short Answer Question

Is 360-degree feedback half-size more than a passing fad?

Over many decades, muckle have continually provided feedback to others somewhat their behaviour and productivity, while organizations practice feedback to monitor, control and make changes to improve organizational development.

In addition, for organizations to better contest in the complexities and frequently changed environment, many organizations have restructured their traditional ranked structure to a flexible, flattened, and horizontal structure (Hancock and Colonel, 1999). This has caused a wider hybridize of control, therefore managers were incapable to observe the performance of a giving number of individuals. This created a need for non-traditional feedback systems. Supervisors required feedback from multiple sources because they are not fully acknowledge each one of individuals performances or behaviours.

The research has sh confess that with traditional feedback systems, managers and employees self-perception is biased and they tend to overrate their own skills (Waldman and Atwater, 1998). That would be destructive to organizations strategic decisions of management development, coaching, and succession planning. Therefore, received aspects of feedback have changed such as the purpose, method, and source, in which feedback has been provided.

As a issue of all, many firms, organizations have expanded the idea of traditional feedback into what they called 360-degree feedback, with a 360-degree feedback system, individuals receive feedback from multiple sources (Nowack, Kenneth, 1993). These sources include supervisors, subordinates, peers or colleagues, team members, subjective and external customers and suppliers, and the feedback recipients themselves. (Hancock and Colonel, 1993).

By contrast, with traditional upwards and downwards feedback, the research paint a picture that 360-degree feedback creates more accurate and balanced performance measures and helps overcome the natural personal and organizational bias found in individual source supervisor ratings, therefore be candid about individuals strengths and weaknesses (Casioppe and Albrecht, 2000). Feedback from...

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