360 Degree Feedback : The Powerful New Model for Employee Assessment & Performance Improvement. Questo articolo non è disponibile.
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Lingua: inglese
Editore: Amacom Books, 1996
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Codice articolo Z1-T-013-01765
- Titolo
- 360 Degree Feedback : The Powerful New Model for Employee Assessment & Performance Improvement
- Autore
- Edwards, Mark R.
- Editore
- Amacom Books
- Anno di pubblicazione
- 1996
- Condizione
- Good
- Rilegatura
- Rilegato
- Lingua
- inglese
- ISBN 10
- 0814403263
- ISBN 13
- 9780814403266
As its name suggests, 360[degree] feedback assesses employee performance and development from several points of view: peers, customers, supervisors, and those who work for the employee.
As you'll discover from the many examples presented in this book, 360[degree] feedback has many well documented benefits: it gives employees and teams a clear understanding of personal strengths and areas for development; employees view feedback from multiple perspectives as fair, accurate, believable, and motivational; the flexibility of the process makes it meaningful for people at all levels - in union and nonunion environments - with proven success in such disparate fields as health care, law, manufacturing, and military operations; 360[degree] feedback enhances the effectiveness of diversity management, team-based work structures, TQM, and other broad initiatives.
Equally important, these noted authorities show you what not to do when implementing your 360[degree] feedback program. You'll see how other organizations handled pitfalls . . . analyze situations for which this method may not be appropriate . . . and find honest answers (and solutions) to common criticisms of the process.
As you'll discover from the many examples presented in this book, 360[degree] feedback has many well documented benefits: it gives employees and teams a clear understanding of personal strengths and areas for development; employees view feedback from multiple perspectives as fair, accurate, believable, and motivational; the flexibility of the process makes it meaningful for people at all levels - in union and nonunion environments - with proven success in such disparate fields as health care, law, manufacturing, and military operations; 360[degree] feedback enhances the effectiveness of diversity management, team-based work structures, TQM, and other broad initiatives.
Equally important, these noted authorities show you what not to do when implementing your 360[degree] feedback program. You'll see how other organizations handled pitfalls . . . analyze situations for which this method may not be appropriate . . . and find honest answers (and solutions) to common criticisms of the process.
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Informazioni sull’autore
Mark R. Edwards, Ph.D., is CEO of TEAMS, Inc.
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