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360 feedback (also known as multi-source feedback and multi-rater feedback) is a tool HR professionals use to help leaders in their organization develop. A typical 360 feedback campaign will involve a self-assessment along with ratings received from a number of other sources, thus creating a circle (i.e., 360 degrees) of feedback. These other sources, or other rater groups, typically include the individual's boss, peers, subordinates, but can also include other relevant groups such as customers, mentors, or board members. Usually certain groups of other raters (e.g., peers and subordinates) will be allowed to give anonymous ratings in order to allow for more honest feedback, without fear of retribution, while other groups (e.g., bosses and mentors) may be expected to give non-anonymous feedback so as to spark developmental conversations. In order to create an effective 360 feedback program, I suggested the following in another answer on this site, but these aspects bear repeating: First, effective 360 feedback systems should be linked to an organization's leadership competency model. In turn, this competency model should be linked to the organization's mission, vision, and strategy. In this way you can ensure the leader behaviors you are reinforcing are linked to the success of your organization. Second, 360 feedback should be used for developmental purposes only. If you use 360 feedback for evaluative purposes, people may game the system by giving their friends high ratings in return for high ratings from their friends, or people may be incentivized to give their peers low ratings to look better by comparison. Third, 360 feedback should be coupled with action planning, coaching, and training to support those leaders going through the program. Nothing is more demoralizing than getting feedback that you need to improve upon a skill and having no idea how to go about developing that skill, so leaders should be provided with ample support once they have received their feedback report. Finally, be sure to be open and honest when designing and communicating the purpose of the program. Participation from all ranks in the organization during the planning phase will not only increase buy in and participation in the program, it will increase the quality of the tool as well.
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Can you apply thevenin's theorem in circuits having multisource?
yes. its trickier but it works fine.
What has the author Hakil Kim written?
Hakil Kim has written: 'A method of classification for multisource data in remote sensing based on interval-valued probabilities' -- subject(s): Interval analysis (Mathematics), Remote sensing 'A method of classification for multisource data in remote sensing based on interval-valued probabilties' -- subject(s): Remote sensing
Need of negative logic?
There are many reasons that one might prefer to use negative logic in some or all of a design, a few of these are:discrete switch closure inputs - closing the switch grounds the line (true), opening a pullup resistor pulls the line high (false)multisource signals can be "wire ored" using open collector/drain outputs and a single pullup resistor, instead of needing many actual or gate devicesetc.
Should managers and non-managers be appraised from multiple perspectives for example by those above by those below and by coequals by customer?
"360 Degree Performance Appraisal"In Human Resource Management, 360-degree feedback, also known as "multi-rater feedback," "multisource feedback," or "multisource assessment," is feedback that comes from all around an employee that is the feedback is received by those above (Supervisors), by those below (Subordinates), by coequals (peers) and by customers (internal/external customers or suppliers).It also includes a self-assessment in some cases. It may be contrasted with a "traditional performance appraisal," where the employees are most often reviewed only by their managers or supervisors.It has been suggested that multi-rater assessments often generate conflicting opinions, and that there may be no way to determine whose feedback is accurate (Vinson, 1996). Studies have also indicated that self-ratings are generally significantly higher than the ratings of others (Lublin, 1994; Yammarino & Atwater, 1993; Nowack, 1992).
What has the author Dennis Wepman written?
Dennis Wepman has written: 'The struggle for freedom' -- subject(s): Juvenile literature, Slave insurrections, Social conditions, Fugitive slaves, Slaves 'Immigration (American Experience)' 'Helen Keller (Multisource)' 'Adolf Hitler' -- subject(s): Heads of state, Juvenile literature, Biography 'Helen Keller (American Women of Achievement)' 'Adolfo Hitler (World Leaders in Spanish)' 'Tamerlane' -- subject(s): Juvenile literature, Biography, Conquerors, Kings and rulers, Kings, queens, rulers 'Helen Keller (Women of Achievement)'
What are 360 Reviews?
"In human resources or industrial/organizational psychology, 360-degree feedback, also known as "multi-rater feedback," "multisource feedback," or "multisource assessment," is feedback that comes from all around an employee. "360" refers to the 360 degrees in a circle, with an individual figuratively in the center of the circle. Feedback is provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases, feedback from external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers. The results from 360-degree feedback are often used by the person receiving the feedback to plan their training and development. Results are also used by some organizations in making administrative decisions, such as pay or promotion. When this is the case, the 360 assessment is for evaluation purposes, and is sometimes called a "360-degree review." However, there is a great deal of controversy as to whether 360-degree feedback should be used exclusively for development purposes, or should be used for appraisal purposes as well (Waldman et al., 1998). There is also controversy regarding whether 360-degree feedback improves employee performance, and it has even been suggested that it may decrease shareholder value (Pfau & Kay, 2002)."
What has the author Mary Gonzaga Haessly written?
Mary Gonzaga Haessly is a Franciscan sister who wrote the book "Faith Growing Up: The Franciscan Spirit in Everyday Life," which explores her spiritual journey and the impact of the Franciscan values on her life.
