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Journal of Business and Psychology

Erschienen in:

01.06.2011

When Does 360-Degree Feedback Create Behavior Change? And How Would We Know It When It Does?

verfasst von: David W. Bracken, Dale S. Rose

Erschienen in: Journal of Business and Psychology | Ausgabe 2/2011

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Abstract

360-degree feedback has great promise as a method for creating both behavior change and organization change, yet research demonstrating results to this effect has been mixed. The mixed results are, at least in part, because of the high degree of variation in design features across 360 processes. We identify four characteristics of a 360 process that are required to successfully create organization change, (1) relevant content, (2) credible data, (3) accountability, and (4) census participation, and cite the important research issues in each of those areas relative to design decisions. In addition, when behavior change is created, the data must be sufficiently reliable to detect it, and we highlight current and needed research in the measurement domain, using response scale research as a prime example.

Vorheriger Artikel Workplace Branding: Leveraging Human Resources Management Practices for Competitive Advantage Through “Best Employer” Surveys

Nächster Artikel Energy Management of People in Organizations: A Review and Research Agenda

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Titel: When Does 360-Degree Feedback Create Behavior Change? And How Would We Know It When It Does?
verfasst von: David W. Bracken
Dale S. Rose
Publikationsdatum: 01.06.2011
Verlag: Springer US
Erschienen in: Journal of Business and Psychology / Ausgabe 2/2011
Print ISSN: 0889-3268
Elektronische ISSN: 1573-353X
DOI: https://doi.org/10.1007/s10869-011-9218-5

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