Multisource feedback: Lessons learned and implications for practice

Leanne E. Atwater, Joan Brett, Atira Cherise Charles

Research output: Contribution to journalArticle

67 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 languageEnglish (US)
Pages (from-to)285-307
Number of pages23
JournalHuman Resource Management
Volume46
Issue number2
DOIs
StatePublished - 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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