Should 360-Degree Feedback Be Used Only for Developmental Purposes?

Center for Creative Leadership, January 1997, Pages: 50

With the growing use of 360-degree, or multi-rater, 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. The articles in this publication, authored by professionals who have extensive experience with 360, span the range of the discussion - from development only ("When the Purpose of Using Multi-rater Feedback Is Behavior Change," "Some Faulty Assumptions That Support Using Multi-rater Feedback for Performance Appraisal") to development plus ("Maximizing the Uses of Multi-rater Feedback," "Fitting Multi-rater Feedback into Organizational Strategy"). A concluding article ("On Choosing Sides: Seeing the Good in Both") aims to reframe the discussion.

Foreword
Preface George P Hollenbeck
Should 360-degree Feedback Be Used Only for Developmental Purposes?
Development Only When the Purpose of Using Multi-rater Feedback Is Behavior Change Maxine A Dalton
Some Faulty Assumptions That Support Using Multi-rater Feedback for Performance Appraisal Victoria A Pollman
Development Plus Maximizing the Uses of Multi-rater Feedback David W Bracken
Fitting Multi-rater Feedback into Organizational Strategy Robert A Jako
On Choosing Sides: Seeing the Good in Both Cynthia D McCauley

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