Has 360 degree feedback gone amok?

David Waldman, Leanne E. Atwater, David Antonioni

Research output: Contribution to journalArticle

96 Citations (Scopus)

Abstract

Three hundred sixty degree feedback programs have been implemented in a growing number of American firms in recent years. A variety of individual and organizational improvement goals have been attributed to these feedback processes. Despite the attention given to 360 feedback, there has been much more discussion about how to implement such programs than about why organizations have rushed to join the bandwagon or even what they expect to accomplish. Are companies doing 360 degree feedback simply because their competitors are? What evidence exists to suggest that 360 degree feedback prompts changes in managers' behavior? This article explores the outcomes that organizations can realistically expect and provides recommendations for implementing innovations such as 360 feedback to best ensure improvements will be realized and the process will be a success.

Original languageEnglish (US)
Pages (from-to)86-94
Number of pages9
JournalAcademy of Management Executive
Volume12
Issue number2
StatePublished - May 1998

Fingerprint

360-degree feedback
Competitors
Innovation
Bandwagon
Managers
Join

ASJC Scopus subject areas

  • Marketing

Cite this

Waldman, D., Atwater, L. E., & Antonioni, D. (1998). Has 360 degree feedback gone amok? Academy of Management Executive, 12(2), 86-94.

Has 360 degree feedback gone amok? / Waldman, David; Atwater, Leanne E.; Antonioni, David.

In: Academy of Management Executive, Vol. 12, No. 2, 05.1998, p. 86-94.

Research output: Contribution to journalArticle

Waldman, D, Atwater, LE & Antonioni, D 1998, 'Has 360 degree feedback gone amok?', Academy of Management Executive, vol. 12, no. 2, pp. 86-94.
Waldman D, Atwater LE, Antonioni D. Has 360 degree feedback gone amok? Academy of Management Executive. 1998 May;12(2):86-94.
Waldman, David ; Atwater, Leanne E. ; Antonioni, David. / Has 360 degree feedback gone amok?. In: Academy of Management Executive. 1998 ; Vol. 12, No. 2. pp. 86-94.
@article{f18e8bba62174d4fad25f9cb91739197,
title = "Has 360 degree feedback gone amok?",
abstract = "Three hundred sixty degree feedback programs have been implemented in a growing number of American firms in recent years. A variety of individual and organizational improvement goals have been attributed to these feedback processes. Despite the attention given to 360 feedback, there has been much more discussion about how to implement such programs than about why organizations have rushed to join the bandwagon or even what they expect to accomplish. Are companies doing 360 degree feedback simply because their competitors are? What evidence exists to suggest that 360 degree feedback prompts changes in managers' behavior? This article explores the outcomes that organizations can realistically expect and provides recommendations for implementing innovations such as 360 feedback to best ensure improvements will be realized and the process will be a success.",
author = "David Waldman and Atwater, {Leanne E.} and David Antonioni",
year = "1998",
month = "5",
language = "English (US)",
volume = "12",
pages = "86--94",
journal = "Academy of Management Perspectives",
issn = "1558-9080",
publisher = "Academy of Management",
number = "2",

}

TY - JOUR

T1 - Has 360 degree feedback gone amok?

AU - Waldman, David

AU - Atwater, Leanne E.

AU - Antonioni, David

PY - 1998/5

Y1 - 1998/5

N2 - Three hundred sixty degree feedback programs have been implemented in a growing number of American firms in recent years. A variety of individual and organizational improvement goals have been attributed to these feedback processes. Despite the attention given to 360 feedback, there has been much more discussion about how to implement such programs than about why organizations have rushed to join the bandwagon or even what they expect to accomplish. Are companies doing 360 degree feedback simply because their competitors are? What evidence exists to suggest that 360 degree feedback prompts changes in managers' behavior? This article explores the outcomes that organizations can realistically expect and provides recommendations for implementing innovations such as 360 feedback to best ensure improvements will be realized and the process will be a success.

AB - Three hundred sixty degree feedback programs have been implemented in a growing number of American firms in recent years. A variety of individual and organizational improvement goals have been attributed to these feedback processes. Despite the attention given to 360 feedback, there has been much more discussion about how to implement such programs than about why organizations have rushed to join the bandwagon or even what they expect to accomplish. Are companies doing 360 degree feedback simply because their competitors are? What evidence exists to suggest that 360 degree feedback prompts changes in managers' behavior? This article explores the outcomes that organizations can realistically expect and provides recommendations for implementing innovations such as 360 feedback to best ensure improvements will be realized and the process will be a success.

UR - http://www.scopus.com/inward/record.url?scp=0003111804&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0003111804&partnerID=8YFLogxK

M3 - Article

AN - SCOPUS:0003111804

VL - 12

SP - 86

EP - 94

JO - Academy of Management Perspectives

JF - Academy of Management Perspectives

SN - 1558-9080

IS - 2

ER -