Benchmarks, a 360-degree assessment, has been used by approximately 16,000 organizations and over 200,000 managers. Data collected through its administration has resulted in large comprehensive ...databases that have provided the basis for numerous studies. These annotations on published research were written for anyone who is interested in the research leading to the development and refinement of Benchmarks, the interpretation of the assessment's results, or the relationship of Benchmarks to other psychological assessments.
Integrating Performance Management and Enterprise Risk Management Systemsoffers a novel understanding of the multifaceted shades that surround the long called-for and yet not realised integration ...between performance management and enterprise risk management systems.
Peer review is supposed to ensure that published work, in philosophy and in other disciplines, meets high standards of rigor and interest. But many people fear that it no longer is fit to play this ...role. This Element examines some of their concerns. It uses evidence that critics of peer review sometimes cite to show its failures, as well as empirical literature on the reception of bullshit, to advance positive claims about how the assessment of scholarly work is appropriately influenced by features of the context in which it appears: for example, by readers' knowledge of authorship or of publication venue. Reader attitude makes an appropriate and sometimes decisive difference to perceptions of argument quality. This Element finishes by considering the difference that author attitudes to their own arguments can appropriately make to their reception. This title is also available as Open Access on Cambridge Core.
Ways in which organizations can enhance their use of "360-degree feedback" are presented. The book begins with a review of the process itself, emphasizing that 360-degree feedback should be a core ...element of self-development. The book is divided into three parts. Part 1 describes how to maximize the value of the process for individual development, defining the process and providing information on how its basic elements can be enhanced by making it part of a development program. In part 2, the benefits of the process are explored, as are the major ways that it can promote organizational development, can involve customers in the process, and can graft 360-degree feedback into a continuous learning culture. The last part presents the evaluation process from administrative and technical perspectives, providing an evaluation of alternative designs for feedback instruments, discussing what is involved in applying the process in different countries, and addressing the question surrounding success. The text concludes with an overall view of the challenges of using the process, and it reflects on issues surrounding the use of 360-degree feedback. (Contains approximately 300 references and an index.) (RJM)
Leveraging the Impact of 360-Degree Feedback is a hands-on guide for implementing and maintaining effective 360-degree feedback as part of learning and development initiatives. Written for ...professionals who work inside organizations and for consultants working with clients, the book draws on a proven ten-step program and lessons learned over the past twenty years of research and practice. The authors present step-by-step suggestions for the successful implementation of 360-degree feedback as well as a collection of best practices that the Center for Creative Leadership has observed and tested with their broad base of clients.
Noting that the use of multi-rater assessment tools (also called 360-degree feedback) in organizations has increased dramatically in recent years, this booklet provides an introduction to this ...growing practical literature. In addition to annotations of 56 books and journal articles published between 1990 and 1997, the booklet answers frequently asked questions about 360-degree feedback: how and when 360-degree feedback developed; the benefits of 360-degree feedback; how it should be used; how to integrate into organizational development systems; and the future trends and research needs for 360-degree feedback. Appendixes contain the selection criteria and 52 related sources that did not meet the criteria for inclusion in the annotated bibliography. (RS)
Along with the growing use of 360-degree feedback in organizations today, there is much disagreement over how it should be employed: strictly to help the manager develop or also to help those who ...work with the manager decide such issues as pay and promotion? This publication features the insights of a group of experienced professionals on both sides of the issue. To set the stage, George P. Hollenbeck, a management psychologist and adjunct faculty member at Boston University's Graduate School of Management, discusses the popularity of 360-degree feedback today.
Benchmarks, a 360-degree assessment, has been used by approximately 16,000 organizations and over 200,000 managers. Data collected through its administration has resulted in large comprehensive ...databases that have provided the basis for numerous studies. These annotations on published research were written for anyone who is interested in the research leading to the development and refinement of Benchmarks, the interpretation of the assessment's results, or the relationship of Benchmarks to other psychological assessments.
