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Improvements in Performance Management Through the Use of 360 Feedback

Published online by Cambridge University Press:  21 April 2015

Michael C. Campion ,
Emily D. Campion  and
Michael A. Campion
Michael C. Campion*
Affiliation:
Darla Moore School of Business, University of South Carolina
Emily D. Campion
Affiliation:
School of Management, State University of New York at Buffalo
Michael A. Campion
Affiliation:
Krannert School of Management, Purdue University
*
Correspondence concerning this article should be addressed to Michael C. Campion, Darla Moore School of Business, University of South Carolina, 1014 Greene Street, Columbia, SC 29208. E-mail: michael.campion@grad.moore.sc.edu
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Extract

The purpose of this commentary is to complement the lead article by Pulakos, Mueller Hanson, Arad, and Moye (2015) by proposing the incorporation of 360 feedback as another means of improving performance management (PM). A 360 feedback refers to the practice of soliciting anonymous ratings and narrative comments on the job performance and other behaviors of the focal employee from a wide range of others who have worked with the employee. These sources include peers, subordinates, other managers, and often customers, as well as the immediate supervisor and self-ratings. There is an extensive body of research literature on 360s. Almost 300 articles and books have accumulated on the topic over the past 30 years (Campion, Campion, & Campion, 2014), resulting in substantial knowledge about the usefulness and effectiveness of 360s. Although the primary purpose of 360s has been employee development, 360s are being increasingly used within PM systems.

Information

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 8 , Issue 1 , March 2015 , pp. 85 - 93
Copyright
Copyright © Society for Industrial and Organizational Psychology 2015 

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