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The Handbook of Multisource Feedback

  • ID: 2217856
  • Book
  • 608 Pages
  • John Wiley and Sons Ltd
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The Comprehensive Resource for Designing and Implementing MSG Processes

As organizations strive to make the best possible decisions on critical issues such as compensation, succession planning, staffing, and outplacement, they have increasingly turned to multisource feedback (MSF) for answers. But while use of MSF (or 360–degree) systems has proliferated rapidly, understanding of its complexities has not3/4and many companies are moving forward with MSF amid a dangerous void of systematic research and discussion on this powerful process.

The Handbook of Multisource Feedback provides the most comprehensive compendium available of current knowledge and practice in MSF. The volume′s diverse group of contributors3/4which includes renowned academics, practitioners, and applied researchers3/4represents the acknowledged thought leaders in the current and future practice of MSF. Through their multiple perspectives, they identify best practices in the design and implementation of MSF processes and offer key guidelines for decision making when using MSF.

The book offers solid grounding in the nuts and bolts of MSF data collection and reporting, providing a process model that leads the reader step–by–step through each phase of an MSF system. It details the developmental and decision–making uses of multisource feedback, describing MSF applications for improving executive development, organization development and change, teams, performance management, personnel decision, and more. And it addresses the realities of system forces that influence MSF processes, including legal, ethical, and cross–cultural issues.

The Handbook of Multisource Feedback will provide an ideal one–stop reference for practitioners, researchers, consultants, and organizational clients who need to understand the challenges of using multisource feedback.

The Editors

David W. Bracken, is director of research consulting at Mercer Delta Consulting group, LLC. His twenty–two years of practice have included multisource feedback systems, individual and organizational assessments, performance management, and management development.

Carol W. Timmreck, is an organization development consultant at Shell Oil Company. She is a cofounder of the Multisource Feedback Forum, a consortium of organizations with active MSF processes.

Allen H. Church, is a principal consultant in management consulting services at PricewaterhouseCoopers, specializing in multisource feedback systems and organizational surveys. He is also an adjunct professor at Columbia University.

The complete guide to MSF systems

Handbook of Multisource Feedback offers a comprehensive, multiperspective look at the most current knowledge and practice in multisource feedback (MSF) systems. Drawing from extensive research and practice, a diverse group of distinguished contributors presents the "best practices" in the field and offers pragmatic guidelines for decision making at each step of design and implementation of an MSF process.

Contributors include:

David Antonioni

Leanne E. Atwater

H. John Bernardin

Scott A. Birkeland

Walter C. Borman

David W. Bracken

Stephane Brutus

W. Warner Burke

Allan H. Church

Jeanette N. Cleveland

Victoria B. Crawshaw

Anthony T. Dalessio

Maxine A. Dalton

Mark R. Edwards

Ann J. Ewen

James L. Farr

John W. Fleenor

Marshall Goldsmith

Glenn Hallam

Michael M. Harris

Sally F. Hartmann

Jerry W. Hedge

Laura Heft

Mary Dee Hicks

George P. Hollenbeck

Robert A. Jako

Richard Lepsinger

Jean Brittain Leslie

Manuel London

Anntoinette D. Lucia

Dana McDonald–Mann

Carolyn J. Mohler

Kevin R. Murphy

Daniel A. Newman

David B. Peterson

Steven G. Rogelberg

James W. Smither

Jeffrey D. Stoner

Lynn Summers

Carol W. Timmreck

Carol Paradise Tornow

Walter W. Tornow

Catherine L. Tyler

Brian O. Underhill

Ellen Van Velsor

Nicholas L. Vasilopoulos

Kiran Vendantam

Janine Waclawski

David A. Waldman

Alan G. Walker

Tom Wentworth

Alicia J. Winckler

David J. Woehr

Francis J. Yammarino
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David Campbell.


The Contributors.


Introduction–A Multisource Feedback Process Model David W. Bracken, Carol W. Timmreck And Allan H. Church.

History and Development of Multisource Feedback as a Methodology Jerry W. Hedge, Walter C. Borman, and Scott A. Birkeland.

Readiness for Multisource Feedback Ann J. Ewen and Mark R. Edwards.

Linking Multisource Feedback Content With Organizational Needs Walter W. Tornow and Carol Paradise Tornow.

Selecting a Multisource Feedback Instrument Ellen Van Velsor and Jean Brittain Leslie.

Instrumentation Design Steven G. Rogelberg and Janine Waclawski.

Rater Selection: Sources of Feedback James L. Farr and Daniel A. Newman.

Improving the Quality of Multisource Rater Performance David Antonioni and David J. Woehr.

Reliability, Validity and Meaningfulness of Multisource Ratings Kevin R. Murphy, Jeanette N. Cleveland, and Carolyn J. Mohler.

Working with a Vendor for a Successful Project Carol W. Timmreck and Tom Wentworth.

Web Technologies for Administering Multisource Feedback Programs Lynn Summers.

Multisource Feedback Reports: Content, Formats And Levels Of Analysis Anthony T. Dalessio and Nicholas L. Vasilopoulos.

Understanding Agreement in Multisource Feedback Francis J. Yammarino and Leanne E. Atwater.

Tools and Resources for Helping People Move Forward Following Multisource Feedback David B. Peterson, Mary Dee Hicks, and Jeffrey D. Stoner.

How do Users React to Multisource Feedback? Mark R. Edwards, Ann J. Ewen, and Kiran Vendantam.

Measuring the Impact of Multisource Feedback James W. Smither and Alan G. Walker.


Multisource Feedback for Executive Development Marshall Goldsmith and Brian O. Underhill.

Multisource Feedback for Teams Glenn Hallam.

Multisource Feedback for Organization Development and Change Allan H. Church, Janine Waclawski, and W. Warner Burke.

Performance Management and Decision Making Richard Lepsinger and Anntoinette D. Lucia.

Multisource Feedback for Personnel Decisions John W. Fleenor and Stephane Brutus.

A Model for Behavior Change Maxine A. Dalton and George P. Hollenbeck.

The Great Debate: Should Multisource Feedback Be Used For Administration or Development Only? Manuel London.


Introducing And Sustaining Multisource Feedback In Sears Victoria B. Crawshaw, Sally F. Hartmann and Alicia J. Winckler.

Evolution of Multisource Feedback in a Dynamic Environment Robert A. Jako.

Organizational Integration Michael M. Harris and Laura Heft.

Cross–cultural issues in Multisource Feedback Stephane Brutus, Jean Leslie, and Dana McDonald–Mann.

Legal and Ethical Issues in Multisource Feedback H. John Bernardin and Catherine L. Tyler.

Confronting Barriers to Successful Implementation of Multisource Feedback David A. Waldman and Leanne E. Atwater.

Success And Sustainability–A Systems View Of Multisource Feedback David W. Bracken and Carol W. Timmreck.


Guidelines for Multisource Feedback When Used for Decision Making David W. Bracken and Carol W. Timmreck.

Name Index.

Subject Index.
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David W. Bracken
Carol W. Timmreck
Allan H. Church
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