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 | |
| State | Published - Jun 2007 |
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ASJC Scopus subject areas
- Management of Technology and Innovation
- Strategy and Management
- Applied Psychology
- Organizational Behavior and Human Resource Management
Cite this
Multisource feedback : Lessons learned and implications for practice. / Atwater, Leanne E.; Brett, Joan; Charles, Atira Cherise.
In: Human Resource Management, Vol. 46, No. 2, 06.2007, p. 285-307.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Multisource feedback
T2 - Lessons learned and implications for practice
AU - Atwater, Leanne E.
AU - Brett, Joan
AU - Charles, Atira Cherise
PY - 2007/6
Y1 - 2007/6
N2 - 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.
AB - 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.
UR - http://www.scopus.com/inward/record.url?scp=34250817385&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=34250817385&partnerID=8YFLogxK
U2 - 10.1002/hrm.20161
DO - 10.1002/hrm.20161
M3 - Article
AN - SCOPUS:34250817385
VL - 46
SP - 285
EP - 307
JO - Human Resource Management
JF - Human Resource Management
SN - 0090-4848
IS - 2
ER -