Multisource feedback: Lessons learned and implications for practice

Leanne E. Atwater; Joan Brett; Atira Cherise Charles

doi:10.1002/hrm.20161

Multisource feedback: Lessons learned and implications for practice

Leanne E. Atwater, Joan Brett, Atira Cherise Charles

WPC: Management and Entrepreneurship

Research output: Contribution to journal › Article › peer-review

71 Scopus citations

Abstract

Organizations around the world are using multisource, or 360-degree, feedback. Although many HR practitioners embrace it as an important mechanism for leadership development, organizations must attend to and address several issues in order to maximize the utility of multisource feedback (MSF). We discuss current research findings and highlight issues for managers to consider both before starting a multisource feedback process and after the feedback is given, plus we review potential outcomes of the process. We also describe lessons learned from an intensive three-year investigation of an MSF implementation in two organizations.

Original language	English (US)
Pages (from-to)	285-307
Number of pages	23
Journal	Human Resource Management
Volume	46
Issue number	2
DOIs	https://doi.org/10.1002/hrm.20161
State	Published - Jun 1 2007

ASJC Scopus subject areas

Applied Psychology
Strategy and Management
Organizational Behavior and Human Resource Management
Management of Technology and Innovation

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10.1002/hrm.20161

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Multisource feedback: Lessons learned and implications for practice

Abstract

ASJC Scopus subject areas

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