No full-text available
To read the full-text of this research,
you can request a copy directly from the author.
Saying it like it isn't: The pros and cons of 360-degree feedback
Abstract
In corporate America, the use of 360-degree feedback continues to rise. Is this tool, though, all it purports to be? Used with caution, the feedback process can provide meaningful information for both the organization and the individuals involved. Misuse of the process, however, can lead to hurt feelings, increased anxiety, and even loss of key personnel. This small case study showcases key research findings on best practices for using the 360-design feedback process, especially regarding intended use of feedback, aligning performance measures with organizational goals, and selecting and training participants.
... • More holistic and/or realistic than one-on-one that also being more objective with involving more number of reviewers for a single employee (Carson, 2006). ...
... Multisource feedback (MSF), also known as 360-degree feedback, appeared to offer a holistic and/or realistic evaluation that might also be more objective than other evaluation tools by involving several reviewers for a single employee (Carson, 2006). The significant correlations between ratings of the different independent groups of raters confirmed the reliability and validity of the MSF system in evaluating the performance of physicians (Elwyn et al., 2005;Overeem et al., 2012). ...
... Once raters and employees trust the system and become familiar with the rating scales, they will likely yield a more accurate evaluation. Several studies presented similar outcomes in sectors other than healthcare (Taylor, 2011;Atwater et al., 2007;Carson, 2006). ...
This systematic review addresses a gap in the literature on performance appraisal systems for healthcare workers. The study explores the efficiency of employee performance measurement systems in providing accurate measurement of the performance of healthcare workers across various job types with a particular focus on performance indicators associated with soft skills. Cochrane guidelines for performing a systematic search in discipline-specific and in multidisciplinary databases were supplemented with an independent manual search of relevant studies. Twenty-three articles were identified and classified into three categories: performance measurement systems, evaluation and development of measuring tools, and problems of measuring performance of medical practitioners. The review revealed that there is no comprehensive approach to performance evaluation in healthcare. The identification of soft skills as a performance indicator was lacking and none of the implemented performance measurement systems were reported to be effective. Implications for further research to focus on the development of performance measurements for all workers in the healthcare industry were highlighted.
... • More holistic and/or realistic than one-on-one that also being more objective with involving more number of reviewers for a single employee (Carson, 2006). ...
... Multisource feedback (MSF), also known as 360-degree feedback, appeared to offer a holistic and/or realistic evaluation that might also be more objective than other evaluation tools by involving several reviewers for a single employee (Carson, 2006). The significant correlations between ratings of the different independent groups of raters confirmed the reliability and validity of the MSF system in evaluating the performance of physicians (Elwyn et al., 2005;Overeem et al., 2012). ...
... Once raters and employees trust the system and become familiar with the rating scales, they will likely yield a more accurate evaluation. Several studies presented similar outcomes in sectors other than healthcare (Taylor, 2011;Atwater et al., 2007;Carson, 2006). ...
Abstract: This systematic review addresses a gap in the literature on
performance appraisal systems for healthcare workers. The study explores the efficiency of employee performance measurement systems in providing accurate measurement of the performance of healthcare workers across various job types with a particular focus on performance indicators associated with soft skills. Cochrane guidelines for performing a systematic search in discipline specific
and in multidisciplinary databases were supplemented with an
independent manual search of relevant studies. Twenty-three articles were identified and classified into three categories: performance measurement systems, evaluation and development of measuring tools, and problems of measuring performance of medical practitioners. The review revealed that there is no comprehensive approach to performance evaluation in healthcare. The identification of soft skills as a performance indicator was lacking and none of the implemented performance measurement systems were reported to be effective. Implications for further research to focus on the development of performance measurements for all workers in the healthcare industry were highlighted.
Keywords: performance indicators; performance measurement; healthcare workers; healthcare systematic review; soft skills.
... Para além disso, nestes casos, os colaboradores assumem uma voz mais ativa, uma vez que partilham as suas opiniões, promovendo-se um clima de comunicação mais dinâmico (Carson, 2006). Finalmente, a avaliação 360º possibilita uma avaliação das chefias (Letchfield & Bourn, 2011), podendo ser avaliadas, também, as suas reações à aplicação deste método (Atwater & Brett, 2006). ...
... Por um lado, poderá adotar-se uma abordagem qualitativa (i.e., avaliações realizadas em formato de texto). Por outro lado, poderá proceder-se à realização de avaliações quantitativas (i.e., avaliações realizadas através da indicação de um determinado valor numérico) (Atwater & Brett, 2006;Carson, 2006;Espinilla, Andrés, Martinez & Martinez, 2011;Richardson, 2010). Após proceder-se à escolha do instrumento de avaliação, torna-se necessário a seleção dos avaliadores. ...
... Assim, Revista Comunicando, Vol. 5, Nº 1 -2016 Vem e traz um problema... de investigação! Os recursos e as soluções teórico-metodológicas 190 avaliados e facilitadores participam em sessões de follow-up (i.e., discutem possíveis formas de melhoria de desempenho) através das quais se torna possível a criação de planos de desenvolvimento, para melhores desempenhos futuros (Atwater & Brett, 2006;Carson, 2006;Letchfield & Bourn, 2011;Richardson, 2010). De forma a que seja verificada uma evolução dos indivíduos avaliados, a avaliação 360º deverá ser, novamente, aplicada 6 a 12 meses após a sua última aplicação (Richardson, 2010). ...
Volume 5, Número 1 "Vem e traz um problema… de investigação! Os recursos e as soluções teórico-metodológicas" Data-Julho de 2016 Apoio-Associação Portuguesa de Ciências da Comunicação (SOPCOM) Organização-GT Jovens Investigadores da SOPCOM Nota Editorial-Informações, referências, textos e imagens são da responsabilidade dos autores dos artigos.
... Since the traditional responses dealt with a more static analysis on firms, a more dynamic analyses of firms would likely require more vibrant questions as well. Such inquiries may include the following, but not limited to; how firms evolve and co-evolve with other firms and marketplaces, how the boundaries of firms are affected by such evolvement, how to identify firm's internal development, how to identify paths to take on, and many other queries (Carson, 2006;Kim, et al, 2006;Stam, et al, 2006;Westaby, 2005;Whincop, 2000). Those inquiries seem to combine the traditional theory of the firm, theory of the growth of the firm, and the roles of management and entrepreneurs in the firms; to form a new theory of firm, or better known as the theory of the entrepreneurial-growth-firm (Charan, 2006;Forman, 2006a;Forman, 2006b;Stam, et al, 2006). ...
... (Jensen, 2001;Kohlbeck and Mayhew, 2006;Witt, 1998a;1998b;. This would likely push the attention to look for innovative ways of achieving such the condition of highperformance work practices (McKoy, 2006), such as; the formulation and implementation of feedback mechanism 6 (Carson, 2006), quality control for production units, application/monitoring of balanced scorecard (Anantadjaya, 2007), and sets of measurements on corporate governance (Bauer, et al, 2004;Florackis, 2005;Witt, 1998b;. These represent some innovations that human resources have introduced in many workplaces in recent years. ...
... Though there are numerous types of performance appraisals, the 360-degree feedback has gained an increasing popularity in many organizations, including educational institutions. In USA alone, at least, Carson (2006) indicated that the rate of usage has increased from a mere 40% in 1995 to a hefty 65% by 2000. With the increasing use of computer and internet in organizations, this 360-degree feedback becomes much easier to conduct. ...
Family businesses seem to be flooding the market. Small, medium-sized, and large businesses appear to have some kind of connections to each other, which likely to form groups of businesses. There are chances that the structures of family may contribute to the successful mixture between family members and their family business activities. The initial perspective uses the entrepreneurial theory of the firm. The psychological contract of the well-known ownership theory is also explored to provide a foundation toward building a case surrounding the mixtures of family members and family business activities. Since psychological contracts imply only intangible bonds, this model is leaning toward unwritten or illusive agreements among family members. This includes emotion, feeling, or attitudes of certain family members toward the business activities, rather than relying on the written agreements among family members. This study gathers the necessary data from numerous smaller-scaled organizations in Bandung and Jakarta. It is expected that such studies reveal the complexities in mixing family members into the family business operations. It is also expected that family members, who do not have direct controls over the family business operations, have only psychological contracts in their mind. This psychological contract influences their behaviors toward family business management.
... As firms developed and evolved dramatically over the period, a more dynamic approach needed to be developed. It has been realized that the actual interactions on how firms evolve and co-evolve with other firms and marketplaces, how the boundaries of firms are affected by such evolvement, how to identify firm's internal development, how to identify paths to take on, and many other queries (Carson, 2006;Kim, et al, 2006;Stam, et al, 2006;Westaby, 2005;Whincop, 2000). Those inquiries seem to combine the traditional theory of the firm, theory of the growth of the firm, and the roles of management and entrepreneurs in the firms; to form a new theory of firm, or better known as the theory of the entrepreneurial-growth-firm (Charan, 2006;Forman, 2006a;Forman, 2006b;Stam, et al, 2006). ...
... Borrowing one perspective from strategic human resources management in looking at the pool of human resources, practitioners usually realize that human resources function as creators toward high-performance work practices (Jensen, 2001;Kohlbeck and Mayhew, 2006;Noe, et al, 2008;Witt, 1998a;1998b;. This would likely push the attention to look for innovative ways of achieving such the condition of high-performance work practices (McKoy, 2006), such as; the formulation and implementation of feedback mechanism § § (Carson, 2006), quality control for production units, application/monitoring of balanced scorecard (Anantadjaya, 2007), and sets of measurements on corporate governance (Bauer, et al, 2004;Florackis, 2005;Witt, 1998b;. These represent some innovations that human resources have introduced in many workplaces in recent years. ...
... Though there are numerous types of performance appraisals, the 360-degree feedback has gained an increasing popularity in many organizations, including educational institutions. In USA alone, at least, Carson (2006) indicated that the rate of usage has increased from a mere 40% in 1995 to a hefty 65% by 2000. With the increasing use of computer and internet in organizations, this 360-degree feedback becomes much easier to conduct. ...
Though the total accumulated revenues remains considerably less than corporation, a large portion of organizations in the world is in the form of small/micro businesses. Created by individual entrepreneurs, who once have dreams, small businesses have now dominated the world economy. The entrepreneurial world is full with creativity and intriguing ideas. These creativity and idea seem to be moving faster than their organizations can actually endure or follow. Risk-taking behavior of entrepreneurs, in comparison with the risk-adverse of organizational practices in trying to achieve those objectives, may serve as the basic reason for potential differences between the entrepreneurs and the organizations. Idea and creativity are deemed necessary as a way to continuously nurture innovation in organizations. Innovation is perceived necessary to preserve or otherwise improve the organizational competitive advantage. By doing so, organizations can ensure wealth creation into the viable future for the organizations’ bottom-line, stockholders, and potential investors. Referring to the entrepreneurial theory of the firm, the entrepreneurial mindset development model is used as a framework of thinking to build a case surrounding the small business organizations, and their objectives. As this model is growth-oriented, it is expected that entrepreneurs act rationally toward expanding their businesses into unforeseeable future by combining internal capabilities, which make up their competitive advantage. Research is conducted by gathering data from primary and secondary sources in small/micro organizations in Bandung and Jakarta. It is expected that such studies would eventually reveal the application of the entrepreneurial mindset development model in organizations, in relation to the viability of small/micro businesses, and their growth strategies.
... Three hundred sixty (360) degree feedback is a 'spherical' approach to performance appraisal methods that captures input from an employee's supervisor, peers, and direct reports. There are several key assumptions associated with 360-degree feedback: 1) multiple view points from multiple sources will provide a more accurate assessment of one's strengths and weaknesses and 2) comparing one's self perceptions with others' perceptions will lead to greater self-awareness (Carlson, 2006). The process of developing greater self-awareness is achieved by reducing 'blind spots' to help individuals grow or even become aware of the need to grow (Clawson & Yemen, 2008). ...
... Developing and implementing a well-crafted 360-degree feedback process requires several important design considerations (Carlson, 2006;Clawson & Yemen, 2008). ...
Discovering the Leader Within: Learning Leadership through Service (2nd edition) is a resource guide for students participating in a service-learning course in leadership studies. More precisely, this workbook is designed to enhance the reflection and assessment components of students’ service-learning projects. Students are challenged to develop in all aspects of human development: cognitive, behavioral and affective domains. Students are challenged cognitively, in exploring the capacities of being knowledgeable about the leadership process; behaviorally, in making use of new skills to demonstrate their leadership abilities; and affectively, in examining one’s own attitudes and self-efficacy in affecting positive change for the common good.
... Οι άνθρωποι που είναι αποτελεσματικοί σε αυτό που κάνουν θα έχουν αντίληψη της απόδοσής τους που ταιριάζει με τις αντιλήψεις των άλλων για αυτούς αρκετά (Carson, 2006 ...
... Αυτό με τη σειρά του οδηγεί σε ενίσχυση της ατομικής και ομαδικής απόδοσης μέσω της ανατροφοδότησης που τα μέλη μοιράζονται. Αρνητικό στοιχείο αποτελεί το γεγονός ότι από αυτή τη μέθοδο «φαίνεται να επωφελούνται οι καλύτεροι εργαζόμενοι και όχι οι μέτριας ή χαμηλής απόδοσης, κάτι που αντιτίθεται στον σκοπό για τον οποίο προορίζεται»(Carson, 2006(Carson, στο Βασιλειάδου, 2012.Επίσης, παρόλο που με την εφαρμογή της εποπτικής αξιολόγησης λύνονται πολλά προβλήματα, εντούτοις δεν μπορεί να χρησιμοποιείται παντού γιατί «κάτι τέτοιο απαιτεί χρόνο και χρήμα, πόροι που δεν μπορούν να διαθέσουν όλοι»(Γιαντσής, 2014:20). Η σωστή ενημέρωση των εργαζομένων για τη χρήση της μεθόδου και η δημιουργία κλίματος εμπιστοσύνης, αποτελούν τον ακρογωνιαίο λίθο για την επίτευξη του εγχειρήματος. ...
Σε έναν κόσμο ταχέως αναπτυσσόμενο και ολοένα πιο παγκοσμιοποιημένο, όπου η τεχνολογία έχει υπεισέλθει σε όλους τους τομείς και έχει αφήσει το δικό της σημάδι, η εκπαίδευση καλείται να διαδραματίσει έναν ιδιαίτερο ρόλο. Αφενός, αυτόν της ομαλής μετάβασης στην ψηφιακή εκπαιδευτική εποχή και αφετέρου, αυτόν της διαρκούς ενημέρωσης των εκπαιδευτικών. Το τελευταίο καθίσταται πιο επείγον, καθόσον οι απαιτήσεις στην εκπαίδευση διαφοροποιούνται, ενώ παράλληλα αλλάζει και ο ρόλος των εκπαιδευτικών.
Η αξιολόγηση και η υιοθέτηση ή όχι, καινοτόμων μορφών διδασκαλίας από τους ίδιους τους εκπαιδευτικούς, η χρήση των ΤΠΕ στην εκπαίδευση και η γενικότερη ενημερωμένη θέση τους στο παγκόσμιο εκπαιδευτικό ‘γίγνεσθαι’, προϋποθέτει την ύπαρξη αντίστοιχης κουλτούρας.
Η βελτίωση της ποιότητας στην παρεχόμενη εκπαίδευση αποτελεί έναν από τους κεντρικούς σκοπούς που είναι αναγκαίο να επιτευχθούν σε επίπεδο χώρας. Προκειμένου να μετρηθεί η ποιότητα στην εκπαίδευση, απαιτείται η αξιολόγηση όλων των συντελεστών που συμμετέχουν σε αυτήν. Κατά συνέπεια, για να υπάρξει θετική ανταπόκριση εκ μέρους τους, χρειάζεται να γίνει επανεκκίνηση και συστηματοποίηση του θεσμού της επιμόρφωσης.
Μέσα από την υλοποίηση επιμορφώσεων, θα αναδειχθούν αφενός τα προβλήματα που υπάρχουν και αφορούν στην αξιολόγηση και αφετέρου, μέσα από την ανάδραση των αποτελεσμάτων θα υπάρξει βελτίωση με σκοπό την όσο το δυνατόν πιο αντικειμενική αναπλαισίωση της.
Στην παρούσα διπλωματική εργασία γίνεται προσπάθεια να καταγραφεί ο ρόλος της επιμόρφωσης στην αξιολόγηση των εκπαιδευτικών και την αυτοαξιολόγηση της σχολικής μονάδας. Πιο συγκεκριμένα, μέσω της ποσοτικής έρευνας, καταγράφονται οι στάσεις και οι απόψεις 251 εκπαιδευτικών δευτεροβάθμιας εκπαίδευσης που έχουν διδάξει στο νομό Αχαΐας. Με τη χρήση κατάλληλων εργαλείων της περιγραφικής και της επαγωγικής στατιστικής παρουσιάζονται τα ευρήματα και τα συμπεράσματα από την ανάλυση των δεδομένων που συλλέχτηκαν.
Από τα αποτελέσματα προκύπτει ότι υπάρχει μία ουδέτερη προς αρνητική στάση των εκπαιδευτικών απέναντι στην διαδικασία της αξιολόγησης, ενώ ο παράγοντας φύλο δεν φάνηκε να επιδρά σημαντικά στη στάση των εκπαιδευτικών απέναντι στην αξιολόγηση. Οι εκπαιδευτικοί από 26 έως 35 ετών ήταν σαφώς πιο θετικοί έναντι της αξιολόγησης σε σχέση με τους υπόλοιπους εκπαιδευτικούς, ενώ οι εκπαιδευτικοί απόφοιτοι από κάποιο ΑΕΙ εμφανίζουν σαφώς χαμηλότερη θετική στάση έναντι των υπολοίπων. Οι μόνιμοι εκπαιδευτικοί εμφάνισαν σημαντικά μικρότερη θετική στάση σε σχέση με τους υπόλοιπους συνάδελφους τους.
Όσον αφορά τα εμπόδια που πιθανόν να υπάρχουν για την αυτοαξιολόγηση των σχολικών μονάδων, σύμφωνα με τις απαντήσεις των εκπαιδευτικών, προέκυψε πως η έλλειψη σχολικής επιμόρφωσης λογίζεται από τους εκπαιδευτικούς ως το σημαντικότερο εμπόδιο, με δεύτερο αυτό της μείωσης των οικονομικών πόρων.
Σχετικά με τα εμπόδια που υπάρχουν αναφορικά με την παρακολούθηση επιμόρφωσης / επιμορφώσεων εκ μέρους των εκπαιδευτικών, ως σημαντικότερο εμπόδιο εμφανίστηκε το εμπόδιο της έλλειψης στήριξης του θεσμού της επιμόρφωσης από την πολιτεία, ενώ δεύτερο κατά σειρά ήταν η έλλειψη ελεύθερου χρόνου. Η συντριπτική πλειοψηφία των εκπαιδευτικών εμφάνισε ως σημαντικότερο λόγο παρακολούθησης επιμόρφωσης την ανάπτυξη δεξιοτήτων και την ενίσχυση των γνώσεών τους, ενώ ως ελάχιστα σημαντικός εμφανίστηκε ο λόγος της επικείμενης αξιολόγησης.
Το 60% των εκπαιδευτικών θεωρεί πως πρέπει να υπάρξει επιμόρφωση σχετικά με την αξιολόγηση εκπαιδευτικών αλλά και την αυτοαξιολόγηση των σχολικών μονάδων πριν αυτές ξεκινήσουν. Επίσης, η πλειοψηφία των εκπαιδευτικών θεωρεί πως η επιμόρφωση πρέπει να είναι συνεχής καθ’ όλη την επαγγελματική σταδιοδρομία των εκπαιδευτικών, ενώ η επιμόρφωση πρέπει να γίνεται με απαλλαγή του εκπαιδευτικού από τα διδακτικά του καθήκοντα.
Λέξεις – Κλειδιά: Αξιολόγηση, Αυτοαξιολόγηση σχολικής μονάδας, επιμόρφωση, ερωτηματολόγιο
... Carson has recommended connecting MSF processes to organizational goals and strategies, using multisource feedback only for professional development and not for evaluation, training the respondents in giving feedback, using a validated measurement instrument, creating an environment of trust and confidentiality and, last but not least, appointing coaches and mentors to support feedback recipients. 13 While the technical requirements of MSF instruments have been investigated extensively, little attention has been directed to the reception of multisource feedback in medical education. Participants in a study of Sargeant suggested reviewing their MSF report with an informed professional because that could help them gain insight and identify overlooked areas for improvement. ...
... Our advice is in line with Carsons recommendations for using an MSF instrument effectively. 13 One limitation of our study was that the interviews and their analyses were conducted by the coach (CB). The coach is aware of the fact that she is the main investigator, which can influence the results to the benefit of the coach. ...
Objectives:
The present study aimed to investigate residents' preferences in dealing with personal multi-source feedback (MSF) reports with or without the support of a coach.
Methods:
Residents employed for at least half a year in the study hospital were eligible to participate. All 43 residents opting to discuss their MSF report with a psychologist-coach before discussing results with the program director were included. Semi-structured interviews were conducted following individual coaching sessions. Qualitative and quantitative data were gathered using field notes.
Results:
Seventy-four percent (n= 32) preferred sharing the MFS report always with a coach, 21% (n= 9) if either the feedback or the relationship with the program director was less favorable, and 5% (n=2) saw no difference between discussing with a coach or with the program director. In the final stage of training residents more often preferred the coach (82.6%, n=19) than in the first stages (65%, n=13). Reasons for discussing the report with a coach included her neutral and objective position, her expertise, and the open and safe context during the discussion.
Conclusions:
Most residents preferred discussing multisource feedback results with a coach before their meeting with a program director, particularly if the results were negative. They appeared to struggle with the dual role of the program director (coaching and judging) and appreciated the expertise of a dedicated coach to navigate this confrontation. We encourage residency programs to consider offering residents neutral coaching when processing multisource feedback.
... Sabe-se que atualmente, um grande número de organizações já utiliza a Revista Comunicando, Vol. 5, Nº 1 -2016 Vem e traz um problema... de investigação! Os recursos e as soluções teórico-metodológicas 189 avaliação 360º como parte dos seus sistemas de avaliação de desempenho, sendo esta importante para tomar decisões relacionadas com: o planeamento das tarefas, a seleção de colaboradores, o desenvolvimento dos membros organizacionais (Bracken & Church, 2013Atwater & Brett, 2006; Carson, 2006; Espinilla, Andrés, Martinez & Martinez, 2011; Richardson, 2010). Revista Comunicando, Vol. 5, Nº 1 -2016 Vem e traz um problema... de investigação! ...
... Revista Comunicando, Vol. 5, Nº 1 -2016 Vem e traz um problema... de investigação! Os recursos e as soluções teórico-metodológicas 190 de melhoria de desempenho) através das quais se torna possível a criação de planos de desenvolvimento, para melhores desempenhos futuros (Atwater & Brett, 2006; Carson, 2006; Letchfield & Bourn, 2011; Richardson, 2010). De forma a que seja verificada uma evolução dos indivíduos avaliados, a avaliação 360º deverá ser, novamente, aplicada 6 a 12 meses após a sua última aplicação (Richardson, 2010). ...
Resumo: A comunicação organizacional e a avaliação de desempenho podem constituir-se como práticas estratégicas muito importantes para o desenvolvimento profissional dos membros da organização e, consequentemente, para a eficácia organizacional. Nos últimos anos tem vindo a desenvolver-se um tipo de avaliação de desempenho específico designado por avaliação 360º. Este método avaliativo possibilita uma maior variedade de perspetivas, quando comparado com a avaliação tradicional/top-down (i.e., apenas a chefia avaliar os subordinados). Sabe-se que este tipo de avaliação tende a ser aplicado em organizações mais democráticas e poderá ser responsável por um maior diálogo entre os atores organizacionais. O presente artigo procura perceber qual poderá ser o papel da avaliação 360º no âmbito da comunicação organizacional e qual o tipo de comunicação adotado pelas chefias, aquando da aplicação da avaliação 360º. A revisão de literatura elaborada permitiu apreender que a realização da avaliação 360º pode estar relacionada com uma comunicação de suporte por parte das chefias, ao invés da adoção de uma comunicação defensiva, contribuindo para uma maior confiança e uma voz mais ativa dos colaboradores. Este estudo, apesar de exploratório constitui-se como inovador, pois aborda temáticas ainda pouco exploradas na literatura. Em termos práticos, a reflexão sobre estes temas poderá ser útil para incrementar práticas avaliativas e comunicativas mais eficazes.
... Even though leadership research has shown that the behavioral profiles of superiors have significant impact on the subordinates' attitudes and achievements; (see e.g. [13] [14]) this point of view occurs only seldom in BSC analyses. The capabilities of management and leadership are in traditional business analyses passed by. ...
... From management accounting point of view the primary message of this observation is that leadership behaviour should be measured so that it could also be managed like any other factor influencing the performance of a company (see e.g. [14]). The secondary message of our observations is that the DLQ is one useful tool that could be linked to the overall performance measurement toolbox of an organization. ...
It is rather typical in organizations that the oldest or the most experienced professionals are taken into the leaders' positions. However, the expertise in profession does not always refer to good skills in leadership. This phenomenon is recognized both in earlier studies and in this study. Leadership skills can be taught successfully to leaders in duty. The empirical results report from polarized success of organizations according to the leadership behavior. Hence, leadership behavior should be a natural part of performance measurement in order to manage and improve in the area.
... The Type 3 reaction is neutral as the employee TOTAL QUALITY MANAGEMENT 4 acknowledges that there is room for improvement and therefore justifies the low score of his colleagues. The type 4 reactions can vary and create confusion or even defensiveness in the employee, who rated himself higher than his colleagues (Carson, 2006). ...
The 360-degree feedback, also known as "multifaceted feedback", is a management tool, according to which an employee receives feedback (comments) from peers, subordinates, supervisors and in some cases may include external feedback such as customers, suppliers or other interested parties. It is a process of systematic data collection from many sources regarding the skills, abilities and behavior of employees. In most cases the subject of the feedback is a senior executive. In contrast to the traditional approach, this method collects information from a set of individuals who form a "circle" around the feeder, hence the name of the tool.
... The Type 3 reaction is neutral as the employee TOTAL QUALITY MANAGEMENT 4 acknowledges that there is room for improvement and therefore justifies the low score of his colleagues. The type 4 reactions can vary and create confusion or even defensiveness in the employee, who rated himself higher than his colleagues (Carson, 2006). ...
The 360-degree feedback, also known as "multifaceted feedback", is a management tool, according to which an employee receives feedback (comments) from peers, subordinates, supervisors and in some cases may include external feedback such as customers, suppliers or other interested parties. It is a process of systematic data collection from many sources regarding the skills, abilities and behavior of employees. In most cases the subject of the feedback is a senior executive. In contrast to the traditional approach, this method collects information from a set of individuals who form a "circle" around the feeder, hence the name of the tool.
... The Type 3 reaction is neutral as the employee TOTAL QUALITY MANAGEMENT 4 acknowledges that there is room for improvement and therefore justifies the low score of his colleagues. The type 4 reactions can vary and create confusion or even defensiveness in the employee, who rated himself higher than his colleagues (Carson, 2006). ...
... The Type 3 reaction is neutral as the employee TOTAL QUALITY MANAGEMENT 4 acknowledges that there is room for improvement and therefore justifies the low score of his colleagues. The type 4 reactions can vary and create confusion or even defensiveness in the employee, who rated himself higher than his colleagues (Carson, 2006). ...
... At what levels should training needs be established? In a "360-degree feedback" approach, we start from the individual level [30]. Although this level's importance can be easily understood, especially from a behavioral perspective, more emphasis is consistently placed on the overall organizational performance (group, department, entire organization). ...
Human resource development and continuous training are a precondition for organizational and socio-economic resilience and development. It is also vital to build integrated training programs, especially for the unemployed nowadays, considering the major challenges caused by the COVID-19 pandemic crisis in various labor markets internationally. This article aims to distinguish fundamental theoretical and practical dimensions of structuring business training programs and supporting learning and innovation after investigating critical trends of conceptual readjustment of modern management theory. A significant conclusion is that a business training program has to synthesize the organization’s strategic, technological, and managerial potential and goals (Stra.Tech.Man approach), valorizing the basic principles of integrated planning, organizing, implementing, and controlling. A novel training program framework is suggested, attributing particular weight to developing structured mechanisms for training unemployed population groups at the local level.
... The Type 3 reaction is neutral as the employee TOTAL QUALITY MANAGEMENT 4 acknowledges that there is room for improvement and therefore justifies the low score of his colleagues. The type 4 reactions can vary and create confusion or even defensiveness in the employee, who rated himself higher than his colleagues (Carson, 2006). ...
The 360-degree feedback, also known as "multifaceted feedback", is a management tool, according to which an employee receives feedback (comments) from peers, subordinates, supervisors and in some cases may include external feedback such as customers, suppliers or other interested parties. It is a process of systematic data collection from many sources regarding the skills, abilities and behavior of employees. In most cases the subject of the feedback is a senior executive. In contrast to the traditional approach, this method collects information from a set of individuals who form a "circle" around the feeder, hence the name of the tool.
... They do not define 'socialise', but it can be assumed as meaning interactions that occur between workers, with respect to work-related tasks. Doherty and Brodsky [18] describe the multi-source feedback given in a 360 • performance review as a full-circle appraisal and Espinilla et al. [9] illustrate this concept using a schematic very similar to that shown in Figure 1. Figure 1 has been adapted by the researchers to include Carson's [19] and Doherty and Brodsky's [18] views regarding the value of using customers, both internal and external, and suppliers as raters. ...
Ineffective and inefficient workforce involvement can negatively impact risk management practice for work health and safety (WHS) issues. Often the risk management process is undertaken by a single person, or by teams without a facilitator and without regard to the participants’ levels of competency in the risk management process. This study aimed to develop a tool to assess the competence of individuals in different elements of the risk management process and then review its reliability. This tool, termed the RISKometric, incorporated a 360° performance review method whereby peers upline and downline colleagues and the individual themselves gave competence ratings. The RISKometric was tested using 26 participants. Results showed that a significant positive relationship existed between the feedback given by peers and downline colleagues. Initial results gained from using the tool suggest it is able to discriminate the competence of participants, in each of the elements of risk management, through the opinions of self and others. In future research, we test assumptions through a further two studies. Firstly, that individuals’ RISKometric results are comparable with their performance in a risk scenario exercise; so, providing validity for the tool. Secondly, that a collectively-optimised team (formed using the Riskometric) can perform a risk assessment exercise better than marginally- or sub-optimised teams.
... Source: elaborated by the authors based on the research of Sellam, 2017 While most authors recognize the value or relevance of using multiple sources of assessment rather than including only the point of view of the immediate supervisor, several studies show that the negative reactions associated with 360 degree assessment are often the result of a poorly conducted process, by human resources managers who are poorly trained or lack the necessary skill during evaluation (Tosti & Addison, 2009;Carson, 2006;DeNisi & Kluger, 2000). ...
This paper highlights the main elements of a doctoral research regarding the efficiency of workers evaluation process in the workplace. Based on the global competition, organizations are in continuous quality improvement of their processes to stay competitive. The focus is on motivating and constantly offering constructive feedback to the employees by evaluating them on the following criteria: job description requirements, operational objectives and behavioral objectives. The aim of this study is to confirm that in the context of digitization, both evaluation based on objectives and 360-degree evaluation have its advantages and disadvantages and to analyze the impact of it in organization’s performance. Since this process is divided in two parts (mid-year review and final review), an interesting research question would be how useful is to offer feedback to employees at the middle of the evaluation period and its impact on the final review. The first part of the paper will focus on defining the evaluation process and its scope, pursue by an analysis of 360-degree evaluation, evaluation based on objectives, and the evaluation process in the digital era. It would be a challenge to discover the inclination of organizations for different types of evaluations as well as perception differences between employees and employers. Many researches consider that one of the used methods implemented in companies is the evaluation based on objectives. A larger documentation on this subject would delimit the types of evaluations to help companies to easily choose the type that fits its culture. For this purpose, we will perform an outline on the existing literature by analyzing authors’ opinions on this subject and identifying advantages and disadvantages of the two types of evaluation specified above.
... However, this method has major shortcomings [3,4]. The evaluation is subjective in nature. ...
This paper presents a competency model that would improve a personnel assessment process in the catering business. The research showed that existing appraisal methods, such as KPI and 360-degree feedback method, are difficult to apply when evaluating the performance of non-managerial employees (waiters). Moreover, test method comes with several shortcomings. The proposed competency model allows for combining various assessment results and forming an employee competency profile. This profile stores information about the professional level and skills of that employee. A computer system for testing the model was developed. The test results obtained were used as data sources for the employee profile. Experiments were conducted using this computer system and details provided by a pizza chain. Results from these experiments confirmed that the model is adequate. Experiments identified events that need to be taken into account when using the model. It is necessary integrity and reliability of the source data and understand that other effects that can influence the performance appraisal results.
... Η σύγκριση των αποτελεσμάτων της αυτοαξιολόγησης με τις αντιλήψεις των άλλων μπορούν να οδηγήσουν σε αυξημένη αυτογνωσία. Οι άνθρωποι που είναι αποτελεσματικοί σε αυτό που κάνουν θα έχουν αντίληψη της απόδοσής τους που ταιριάζει με τις αντιλήψεις των άλλων για αυτούς αρκετά (Carson, 2006). Συνεπώς, υπάρχει καλύτερη επικοινωνία μεταξύ των μελών της ομάδας. ...
Στην παρούσα εργασία έγινε μελέτη σχετικά με την αξιολόγηση του εκπαιδευτικού προσωπικού της Σχολικής Μονάδας (ΣΜ). Έγινε τεκμηρίωση της αναγκαιότητας της αξιολόγησης και ακολούθησε SWOT ανάλυση της ΣΜ. Σχολιάστηκαν τα τρία μοντέλα αξιολόγησης καθώς και η εσωτερική και εξωτερική αξιολόγηση, ενώ έγινε αναφορά στην εποπτική (360ο) αξιολόγηση. Προτάθηκε συνδυασμός μοντέλων αξιολόγησης σχετικά με την αξιολόγηση του προσωπικού (εποπτική, ιεραρχική και εξωτερικού κριτή) για να υπάρχει εγκυρότητα και αξιοπιστία. Από τη μελέτη, διαφαίνεται η αναγκαιότητα χρήσης του συνδυασμού των πιο πάνω μεθόδων προκειμένου η διαδικασία αυτή να λειτουργήσει ανατροφοδοτικά και για τον αξιολογούμενο εκπαιδευτικό καθώς και για τη ΣΜ.
... The method requires feedback to be obtained from others. In conventional methods, only supervisors' views are taken into account (Carson, 2006). This can be problematic and create conflicts. ...
In an era of economic and technological change, organizations are increasing their efforts to develop their employees by providing them several training opportunities. Due to the need for making employees get the most out of these trainings and using budgets more efficiently, training evaluations have become extremely important. Training evaluation is a systematic process of comparing the level of performance of attendants before and after the training activity and assessing the results of the program by linking the outputs obtained to the targets of the organization. This study discusses the use of 360-degree feedback method for evaluating training performance and suggests that this method may yield more objective and participative results by taking not only the supervisor's but also the other parts' (customers, colleagues, and subordinates) views into consideration. The study was carried out with the cooperation of a private bank during one of their training organizations in which 50 employees from different branches participated. As the 360-degree feedback method requires direct feedback from an employee's subordinates, peers, supervisors, and customers as well as a self-evaluation, participants' supervisors were contacted before the training and requested to state who would take place in this process. For each employee, the contact lists included the first-line manager, the second-line manager, one of the peers, and five direct customers. The review of these parts were received before the training and one month after the training by survey method. A total of 900 surveys were obtained at the end of these two steps. The obtained data were subjected to one-sample t-test and Kolmogorov-Smirnov test using SPSS software. According to the analyses, it was found out that the results of the 360-degree feedback method was positive and, in turn, significant. As a result, the method has been found suitable for evaluating training performance. Although, receiving feedback from many different parts requires relatively more time and effort than conventional ways of training evaluation, the method can be used as a valuable tool in organizations and help employee development.
... Accuracy of ratings is dependent on employee confidence that the data they provide will be used for formative purposes only (for personal or organizational development) (Rogers, Rogers, & Metlay, 2002) and will be kept confidential. Most research suggests reporting data to the leader by grouping employee ratings into at least three or more employees is necessary to provide sufficient assurance of confidentiality to facilitate honest responses (Carson, 2006). ...
Purpose: The purpose of this article is to examine the utility of framing formative feedback to improve school leadership with a focus on task-based evaluation of distributed leadership rather than on role-based evaluation of an individual leader. Research Methods/Approach: Using data from research on the development of the Comprehensive Assessment of Leadership for Learning, we examine ways to design formative evaluation and feedback organized around distributed leadership practices. This study draws on qualitative data from iterative design research conducted with middle and high school principals, assistant principals, teachers, and staff in 2011. Findings: Many challenges in providing actionable, multirater feedback were addressed by using an assessment instrument that focused on measuring distributed instructional leadership practices. Users reported that task-based multirater feedback provided transparency in communicating a clear theory of action for school improvement and fostered formal and informal conversations around school improvement. Implications for Research and Practice: The study suggests that focusing on distributed leadership practices may help overcome some of the limitations to the use of evaluation feedback that is targeted to an individual leader. Key features of formative feedback design desired by school principals included transparency in the theory of action underlying assessment items to prime teachers and leaders for collaborative discussions of current and potential practices, and research-based guidance on next steps schools can take to build distributed instructional leadership capacity in their schools.
... Managers should measure whether the employee lives up to the Code of Ethics, embodies the attitudes and behaviors of an ideal employee, and constructively contributes to ethics-based initiatives. Use 360-degree performance appraisals to develop a holistic perspective of the employee, and to let all employees know that their opinions do matter (Carson 2006). This process reinforces the sense that the organization is a community of people sharing a common mission. ...
... A lot of methods have been developed for performance evaluation like critical incident method, weighted checklist method, paired comparison analysis, graphic rating scales, performance ranking method, 360 degree performance appraisal and behavioral observation scales (Gary et al., 2005;Carson, 2006;Jafari et al., 2009;Strangand et al., 2009). There are numerous methods to measure employee's performance appraisal, but some of these methods are not suitable in some cases (Jafari et al., 2009). ...
Performance evaluation has become a favoured topic in recent years. Particularly, there has been a remarkable augmentation of organizations using this kind of management agent for two decades. Although the private sector accepted the advantages of this management tool, there have been uncertainties in the public sector. Forests are managed by state in Turkey. As a public sector, performance evaluation approach requires a criteria set for the appraisal of the success of this system in the forest sector. In this context, this study has been carried out at twenty-three Forest District Directorates, which are located in Denizli, Izmir and Muǧla Regional Forest Directorates that take part in the Aegean region of Turkey. Firstly, the performance criterion that has been developed occurred from fifty-two criteria in five different groups that can be used in the evaluation of forest engineers. After that, the forest engineers have grated the criteria that can be used in performance evaluation along with the 9-degree likert scale should be used. In this way, ideal criteria set has been reached that will be used in evaluation of technique personnel in Directorate of Forest District. However, the group that has been considered important by forest engineers is the personal criteria in assigning promotion and performance evaluation. Technique, behavioral and functional criteria have followed this group orderly.
... Yet little empirical work showing the extent to which managers use associated bases has been conducted. These bases revolve around the use of team selling Moon and Armstrong 1994) and customers' evaluations of salespeople (Carson 2006;Lambert, Sharma, and Levy 1997). Thus, in addition to the preceding questions, we examine two other research questions: ...
Evaluating the performance of salespeople is more important today than ever before because of substantial changes in technology, team selling, services selling, and perspectives on evaluations. Therefore, in this study, we collected data from sales managers in a wide variety of industries to assess the effect of these changes on the evaluation bases managers use. Findings indicate the importance of relationships and salesperson efficiency on the value of salespeople to the firm, the effect of a growing service sector, and the effect of team selling on performance and evaluation. Finally, we discuss the increased role of customer evaluations and provide implications and suggestions for further research.
... Misuse of the 36-degree feedback, however, could lead to harm feelings, increased anxiety, and even key personnel leave. Carson (2006) in a case study investigated showcases key research findings on best practices for using the 360-design feedback process, and reported aligning performance measures with organizational goals and selecting and training participants. There are many reasons for using 360-degree feedback programs but there are consequences with the use of this plan. ...
Performance measurement plays an essential role on accelerating the efficiency of any organization. There are literally different methods for measuring the relative performance of a particular unit and many of them are involved considering various criteria. In this paper, we propose 360° feedback system for performance measurement of all employees who work for municipality of the city of Tabas located in east part of Iran. The proposed model of this paper also uses hierarchical method to cluster different attributes based on various characteristics and implements analytical hierarchy process to find the relative importance of all items. The survey uses five personal characteristics including cognitive, technical, personal and human skills and for each major item, the proposed model considers various sub-criteria. The results indicate that technical and cognitive skills are the most important personal characteristics followed by human and personal characteristics. The results of this survey show that responsibility and quality of work are the most important employee characteristics.
... Several studies have assessed the benefits of aligning employee evaluation methods such as 360-degree feedback with organizational goals (e.g., Atwater, Brett, & Charles, 2007;Carson, 2006;Lepsinger & Lucia, 2009). In addition to mapping changes in individual skills/competencies to training interventions, examining employee evaluation data in the aggregate would enable HR managers to determine whether or not there are differences by age group or other characteristics and what adjustments to specific interventions need to be made. ...
Changing workforce demographics have highlighted the need to provide training and development opportunities for older workers. This article critically examines the current state of research on the use of systematic instructional design procedures to develop work‐related training that is inclusive of older workers. The review reveals a disconnect between what the literature recommends to achieve age‐inclusive design and what is offered as evidence of age‐inclusive design. Age‐related generalizations about cognition and learning capacity often serve as the basis for design decisions, with little attention paid to the role of training context and content. The article recommends that this disconnect be resolved and offers some specific suggestions about how human resource managers can integrate sound instructional design principles into the training and development component of their talent management strategies. © 2012 Wiley Periodicals, Inc.
... Managers should measure whether the employee lives up to the Code of Ethics, embodies the attitudes and behaviors of an ideal employee, and constructively contributes to ethics-based initiatives. Use 360-degree performance appraisals to develop a holistic perspective of the employee, and to let all employees know that their opinions do matter (Carson 2006). This process reinforces the sense that the organization is a community of people sharing a common mission. ...
The emerging field of spirituality at work provides new energy to the well‐established field of business ethics and social responsibility by directing organizational leaders to achieve superior financial performance and productivity in harmony with ethical behavior and spiritual transcendence. This article provides a systematic model organizational leaders can implement to infuse ethics and spirituality throughout operations. The model recognizes that all employees are morally imperfect, and offers processes, practices, and structures that reinforce ethical behaviors and allow personal spirituality to flourish. The organization systems approach embraces the best practices for determining the ethics of job candidates, codes of ethics, ethical decision‐making, ethics and diversity training, ethics officers and hotlines, ethical leadership, ethical work goals and performance appraisals, environmental management, and community outreach. World peace and social justice requires the existence of ethical organizations that provide high‐quality goods and services and are places for spiritual growth and development.
... A lot of methods have been developed for performance evaluation like critical incident method, weighted checklist method, paired comparison analysis, graphic rating scales, performance ranking method, 360 degree performance appraisal and behavioral observation scales (Gary et al., 2005;Carson, 2006;Jafari et al., 2009;Strangand et al., 2009). There are numerous methods to measure employee's performance appraisal, but some of these methods are not suitable in some cases (Jafari et al., 2009). ...
Performance evaluation has become a favoured topic in recent years. Particularly, there has been a remarkable augmentation of organizations using this kind of management agent for two decades. Although the private sector accepted the advantages of this management tool, there have been uncertainties in the public sector. Forests are managed by state in Turkey. As a public sector, performance evaluation approach requires a criteria set for the appraisal of the success of this system in the forest sector. In this context, this study has been carried out at twenty-three Forest District Directorates, which are located in Denizli, zmir and Mula Regional Forest Directorates that take part in the Aegean region of Turkey. Firstly, the performance criterion that has been developed occurred from fifty-two criteria in five different groups that can be used in the evaluation of forest engineers. After that, the forest engineers have grated the criteria that can be used in performance evaluation along with the 9-degree likert scale" should be used. In this way, ideal criteria set has been reached that will be used in evaluation of technique personnel in Directorate of Forest District. However, the group that has been considered important by forest engineers is the personal criteria in assigning promotion and performance evaluation. Technique, behavioral and functional criteria have followed this group orderly.
... In addition, rational human resources will attempt to create highperformance work practices (Jensen, 2001;Kohlbeck and Mayhew, 2006). It means that they will look for innovative ways of achieving high-performance work practices (McKoy, 2006): feedback mechanism (Carson, 2006), quality control, balanced scorecard (Anantadjaya, 2007a), and measurements on corporate governance (Bauer, et al, 2004, Tabalujan, 2002. Also, as rational human resources, people tend to create and/or otherwise seek value-added approach in managing human resources. ...
In any business practices, quality is regarded as the important measure in sustaining the business operations. In goods productions, quality may be considered from several view points. For business organizations whose main activities are not dominated by goods production, however, given the nature the intangibilities, service operations may rely more on quality measurements.Using CV Dealer Motor (“CVDM”), as a particular motorcycle dealership in East Java, this paper attempts to study how the entrepreneurial sprit develop and implementation of service quality especially in small/medium enterprises (SME). This study incorporates primary and secondary data; from questionnaires and financial statements of CVDM. It is expected that this study is able to bring up the tips and tricks on how entrepreneurs face and survive the competition via service quality, as part of the selling strategy in motorcycle market.This research attempts to demonstrate the entrepreneurs’ aspects and service quality variable that been exhaustedly used by the entrepreneurs in striving for goals. Other variable to consider is the fact that competitiveness in Indonesia’s motorcycle industry continues to spike despite the country’s economic downturns, and the soaring world’s oil prices.
... Shortages in any of those key success factors may lead to unsuccessful incompletion of the blue-prints. Thus, it is important to have mechanism (Carson, 2006), quality control, balanced scorecard (Anantadjaya, 2007), and measurements on corporate governance (Bauer, et al, 2004, Tabalujan, 2002. Rational human resources indicate that people tend to create and/or otherwise seek value-added approach in managing human resources. ...
The historical Coase Theory of the Firm, including its development toward the establishment of Resource-Based Theory, which stresses on the roles of intangible assets, have been widely used in many organizations across industries. The theory of the firm provided the first foundation on how firms are viewed years ago. As time passes, contemporary views on firms have emerged to expand the horizon on the original boundaries of the theory of the firm. Organization development has been leaning toward the more use of intangible assets as the basis of competitiveness. This paper attempts to provide literature studies on the importance of the resource-based theory of the firm and knowledge-based theory of the firm as the top priority for organizational development.
We are observing a trend towards digital feedback tools for high-frequency and low-threshold feedback in the work context, much like the evaluation of products, travel or delivery services on relevant internet platforms. The additional feedback channel certainly won’t hurt, or maybe it will? We discuss both opportunities and problems in coaching and self-guidance. For this purpose, we summarize the state of research, share our practical experiences and give recommendations for action for organizations and coaches who want to expand their repertoire.
Public sector organizations are an integral part of globally growing changing societies characterized by rapid technological and digital development. Digitization and external factors of constant pressure impose high standards for organizational performance, which does not exclude the public sector, which inevitably has to follow global and social realities. In this context, leadership is a key issue of organizational success and stabilizing influence on human resources that initiates and mobilizes forces for effective strategic development, whereby authentic leadership, innovative solutions and divergent thinking lead to constructivism in the public sector. The development of the concept of modern management of the public sector depends on the quality of work and organization, which is directly related to the degree of applied management patterns in public administration. Also, transformational leadership as a commitment and standard, along with the introduction of changes and knowledge management, becomes a reform opportunity for transitional societies and developing countries. After the acquisition of candidate status of Bosnia and Herzegovina in the process of joining the European Union, the professionalization of the civil service remains a reform priority in the field of human resource management, and this paper will focus on the advantages and reform significance of transformational leadership, introduction of changes and knowledge management in public administration.
Startups could foster value proposition innovation by taping the potential of crowdsourcing in hackathons using a 360-degree evaluation approach. Using this approach, the participants can get access to rich feedback of the jury, peers, users, potential clients, and funders. The active participation generates a diverse set of creative ideas (or requirements) about potential software solutions, leading to the product innovation. The results of the pilot study conducted with 62 students of Poland, Spain, and Portugal of bachelor’s degree level indicate that the technique could help startups to boost the commercialization potential of their solutions but there is a need to establish coordination, synchronization, and control during participation.
This book includes a selection of articles from The 2019 World Conference on Information Systems and Technologies (WorldCIST’19), held from April 16 to 19, at La Toja, Spain.
WorldCIST is a global forum for researchers and practitioners to present and discuss recent results and innovations, current trends, professional experiences and challenges in modern information systems and technologies research, together with their technological development and applications.
The book covers a number of topics, including A) Information and Knowledge Management; B) Organizational Models and Information Systems; C) Software and Systems Modeling; D) Software Systems, Architectures, Applications and Tools; E) Multimedia Systems and Applications; F) Computer Networks, Mobility and Pervasive Systems; G) Intelligent and Decision Support Systems; H) Big Data Analytics and Applications; I) Human–Computer Interaction; J) Ethics, Computers & Security; K) Health Informatics; L) Information Technologies in Education; M) Information Technologies in Radiocommunications; and N) Technologies for Biomedical Applications.
This paper presents a competency model as an instrument for restaurant management. The research showed that existing appraisal methods, such as KPI and 360-degree feedback method, are difficult to apply during evaluating the performance of non-managerial employees (waiters). Test method comes with several shortcomings too but using competency model can make this method more effective. Competency model allows for combining various assessment results and forming an employee profile, which is constructing and storing in a computer system. Previous research demonstrated effectiveness of model and some problems of its using like source data purity. In this paper test questions’ balance and the reasons of collective mistakes are researched. Experiments were conducted using employee profiles data. Results from these experiments confirmed that the model can improve restaurant management but there are some problems and features of its using. It is important to provide test questions balance and source data purity.
This book is composed by the papers accepted for presentation and discussion at The 2019 International Conference on Information Technology & Systems (ICITS'20), held at the Universidad Distrital Francisco José de Caldas, in Bogotá, Colombia, on 5th to 7th February 2020.
ICIST is a global forum for researchers and practitioners to present and discuss recent findings and innovations, current trends, professional experiences and challenges of modern information technology and systems research, together with their technological development and applications.
The main topics covered are: information and knowledge management; organizational models and information systems; software and systems modelling; software systems, architectures, applications and tools; multimedia systems and applications; computer networks, mobility and pervasive systems; intelligent and decision support systems; big data analytics and applications; human–computer interaction; ethics, computers & security; health informatics; information technologies in education.
As non-governmental organizations (NGOs) become increasingly involved in international affairs, they face a growing deficit of confidence due to opacity of information environment. This opacity not only affects NGO financing, but also decreases public confidence in NGOs, affecting negatively their sustainability. Due to the crucial role of transparency in NGOs, the present study performs a bibliometric analysis of the research on accounting transparency. The bibliometric, conceptual and normative analysis performed shows that accounting transparency of NGOs is a broad concept. Study of the accounting transparency of NGOs is thus neither well-developed nor very saturated.
A wireless IoT communication architecture is proposed that takes advantage of RLNC recording properties on natives packets of Core network. The platform aims to cover the shortcomings of the TCP/UDP/IP internet protocol for a traffic streaming intrasession sensitive to the delay in wireless networks since the current systems in native mode do not differentiate between transmission failures due to bottlenecks caused by congestion or by the characteristics of the random medium. The system establishes a mapping of the population of packets to be transmitted over an RLNC coding system based on Finite fields (Galois field), which allows forwarding nodes to eliminate redundant information on the network to decrease communication times and increase throughput. Moreover, thanks to its configuration, the model takes advantage of a Cross-Layer communication, to define a dynamic trade-off between the parameters that define the performance of the system, which translates into a coding density in a reduction of the delay in each of the transmissions. The communication platform is presented under a simulation scheme supported by (KODO and NS3) and is compatible with the Multicast, Unicast, and Broadcast transmission types established under a channel with erasure effect.
A translated book from English to Arabic, covering all topics related to the training and development functionز
One of the major issues for project management in a project environment such as subway construction project in Tehran, is the poor project management performance analysis. PM's performance plays a major role in the success of construction projects and the identification of proper Key Performance Indicators (KPIs) can lead the project to success. In spite of advances in project management, these indicators have not yet been identified for subway construction projects. This paper reports a research study that identifies the KPIs in Tehran subway construction projects and investigates their use as a tool for evaluating the project manager's performance.
The aim of this study is to determine the effective components in evaluation of the performance of elementary school managers. This study was Research and Development in term of aim and was descriptive survey in terms of data collection. The statistical population of this study was the managers of elementary school of Kerman province and the sampling was of clustering type. As the statistical population was 3191 people, the sample volume was determined as 344 people based on Morgan table. Data collection method was determined by field study and the instrument was researcher-built questionnaire, the interview and documents of the evaluation of manager's performance. To determine the validity of the questionnaire, content validity and construct validity (explorative factor analysis) was use and to determine its reliability, Cronbach's alpha was applied. The calculated value for KMO test was 0.97 and showed that sampling of this research is adequate. Based on the results of factor analysis, the first factor is interpersonal relations determining about 0.18 of the variance. The flexibility more than 0.16 and customer about 0.8 determine the variance of important factors matrix. Among the required factors, the knowledge and skill and belief principle each determine less than 0.2 of the variance. Totally, 12 recognized factors determined a considerable percent of the variance (71%). Based on the results of factor analysis, we can say that the interpersonal relations, flexibility, customer based relations and continuous improvement are four important factors among the factors determining about 48.5% of the variance.
Organizational communication and performance appraisal are essential to human resources management. Organizational communication has been relevant in organizations, especially because globalization and competitiveness create more permanent contact between employees (Miller, 2011). In turn, performance appraisal has been shown to be essential to organizational effectiveness (Proctor and Doukakis, 2003). However, traditional performance evaluation has some limitations (e.g. quotation mistakes associated with the subjectivity of evaluators) (Caetano, 2008). To prevent these limitations, it is important to be aware of 360° evaluation, a specific evaluation method that considers more than one appraiser (Brutus and Gorriti, 2005), and permits to control any eventual idiosyncrasies (Oh and Mount, 2011). This evaluation method is more frequent in organizations with a hierarchical structure of bottom-up (i.e., greater sharing of power) (Brutus and Brassard, 2005). It is expected that the 360° evaluation may be useful to create a better organizational communication, because communication failures tend to occur in organizations with a strong hierarchical structure, due to lower sharing of power among different organizational actors (Felts, 1992). In this case, we describe a theoretical review of these topics, because they have been rarely reported in literature and may be related to each other. In this way, we will present the results of interviews with two experts in the field of organizational communication. These results are important to define organizational communication and 360° evaluation and to create an analysis model about these topics. © Common Ground, Rita Andreia Monteiro Mourão, Sandra Lopes Miranda, All Rights Reserved.
In this study we investigated assessments of managerial competency in the context of Chinese local government public officials. Based on data collected from a 2008 survey conducted in China's Jiangsu Province and drawing on the competing values framework developed by Quinn and Rohrbaugh (1981, 1983), we examined discrepancies in the assessment of managerial competencies through the supervisors' self-assessments of their own competencies, subordinates' self-assessments of their own competencies, supervisors assessments of their subordinates' competencies, and subordinates' assessments of their supervisors' competencies. We found that, significant differences existed between the managerial competency assessments of public officials with leadership positions and the assessments of their subordinates. This calls into question the validity and effectiveness of supervisors' assessments and peer assessments of managerial competencies in Chinese government. We offer both general and specific policy suggestions for improving the measurement of managerial competencies in China.
At many radiotherapy departments around the world, radiation therapists (RTs) undergo performance appraisals annually. Performance appraisals can be confronting and involve complex issues such as feedback, delivering constructive criticism, and positive reinforcement. The focus of this research article was to identify some strengths and weaknesses of general performance appraisal processes and to determine how this process can be streamlined using positive psychology and strength-based development to form a performance management strategy for RTs.
A “toolkit” for professional psychology to assess student and practitioner competence is presented. This toolkit builds on a growing and long history of competency initiatives in professional psychology, as well as those in other health care disciplines. Each tool is a specific method to assess competence, appropriate to professional psychology. The methods are defined and described; information is presented about their best use, psychometrics, strengths and challenges; and future directions are outlined. Finally, the implications of professional psychology’s current shift to a “culture of competency,” including the challenges to implementing ongoing competency assessment, are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Longitudinal integrated clerkship (LIC) students typically perform as well as, if not better than, rotation-based clerkship (RBC) students on objective evaluations, yet few studies have compared performance in the clinical setting. This study compared in-training evaluation report (ITER) ratings of LIC and RBC students, including their correlation with more objective evaluations.
On the basis of prior academic performance, LIC students (n = 27) at Universities of Alberta, British Columbia, and Calgary were matched with four RBC students from their center. The authors compared reliability of ITER ratings, ITER ratings of clinical skills and professional attributes, and the correlation between ITER ratings and objective evaluations of clinical skills and professional attributes on the Medical Council of Canada Qualifying Examination (MCCQE) Part I.
ITER ratings of LIC students were more reliable and significantly higher than those of RBC students for both clinical skills and professional attributes. However, LIC students had lower objective structured clinical examination scores and weaker correlations between subjective and objective evaluations of clinical skills. By comparison, LIC students scored higher on a particular component of the MCCQE and had stronger correlations between subjective and objective evaluations of professionalism.
The discrepancy between ratings of LIC students' clinical skills on ITER and other evaluation formats may be due to differences between the content of training and objective evaluations, or systematic rater biases. Further studies are needed to confirm and explain these findings. Promisingly, our data suggest that the LIC model may allow for a more predictive evaluation of professional competencies.
Some people rave about multirater feedback, calling it the cornerstone intervention for individual and organizational, change. Others say it can leave people feeling betrayed and resentful. This article lays out 13 often-committed errors to avoid before you institute your own 360 feedback system: (1) having no clear purpose, (2) using 360 feedback as a substitute for managing a poor performer, (3) not conducting a pilot test, (4) not involving key stakeholders, (5) having insufficient communication, (6) compromising confidentiality, (7) not making, the feedback's use clear. (8) not giving people sufficient resources, (9) not clarifying who "owns" the feedback, (10) having administration and scoring that's not user-friendly, (11) trying to link the feedback systems to existing systems without a pilot, (12) making it an event rather than an ongoing process, and (13) not evaluating effectiveness. On the positive side, multirater systems provide people with feedback riley might not usually get. They can see how they're perceived by others, which can be illuminating and is necessary for change Work groups can express themselves anonymously about peers and managers. It can show what behavior is desired and improve work relationships. The article also includes a checklist of critical questions and a case study.
Does 360-degree feedback negatively affect company performance? Studies show that 360-degree feedback may do more harm than good. What's the problem?
- Pfau
Pfau, B., & Kay, I. (2002). Does 360-degree feedback negatively affect company performance? Studies show that 360-degree feedback may do more harm than good. What's the problem? HR Magazine, 47(6), 54 – 60.
Improving the payoff from 360-degree feedback
- E Rogers
- C W Rogers
- W Metlay
Rogers, E., Rogers, C. W., & Metlay, W. (2002). Improving the payoff from 360-degree feedback. Human Resource Planning, 25(3), 44 – 55.
Thin book of 360 feedback: A manager's guide
- M L Collins
Recommended reading on the 360-degree feedback process Collins, M. L. (2000). Thin book of 360 feedback: A manager's guide. Bend, OR7 Thin Book Publishing.
Art and science of 360 degree feedback
- R Lepsinger
- A D Lucia
Lepsinger, R., & Lucia, A. D. (1997). Art and science of 360 degree feedback. San Francisco, CA7 Pfeiffer.
Power of 360 degree feedback: Maximizing managerial and leadership effectiveness. New-bury Park Maximizing the value of 360-degree feedback: A process for successful individual and organizational devel-opment
- T V Rao
- R Rau
Rao, T. V., & Rau, R. (2005). Power of 360 degree feedback: Maximizing managerial and leadership effectiveness. New-bury Park, CA7 Sage Publications, Inc. Tornow, W. W., Center for Creative Leadership Associates. (1998). Maximizing the value of 360-degree feedback: A process for successful individual and organizational devel-opment. San Francisco, CA7 Jossey-Bass.
The dark side of 360-degree feedback: The popular HR intervention has an ugly side
- Wimer
Improving the payoff from 360-degree feedback
- Rogers