ArticlePDF Available

Feedback effectiveness: Can 360-degree appraisals be improved?

Authors:
Angelo S. DeNisi at Tulane University
Angelo S. DeNisi
Avraham N Kluger at Hebrew University of Jerusalem
Avraham N Kluger
Download full-text PDF
Read full-text
Download citation

Abstract

Executive Overview Performance feedback is an important part of many organizational interventions. Managers typically assume that providing employees with feedback about their performance makes it more likely that performance on the job will be improved. Despite the prevalence of feedback mechanisms in management interventions, however, feedback is not always as effective as is typically assumed. In this article, we present specific conditions under which feedback might be less effective, or even harmful. We then discuss the implications of our results and model for designing of interventions aimed at improving performance, and focus more narrowly on 360-degree appraisal systems. After arguing that these systems typically have design characteristics that reduce effectiveness, we conclude with recommendations for improving their effectiveness. We also emphasize the need for systematic evaluations of feedback interventions.
Content uploaded by Avraham N Kluger
Author content
All content in this area was uploaded by Avraham N Kluger on Apr 27, 2016
Content may be subject to copyright.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
... Feedback should focus on constructive, developmental aspects, considering employees' psychological well-being and motivation (grözinger et al., 2022; lei et al., 2020). Furthermore, implementing a 360-degree feedback system could provide a more comprehensive and balanced view of an employee's performance, reducing the impact of individual biases (Denisi & Kluger, 2000). additionally, goal-setting processes should account for individuals' psychological factors to ensure goals are challenging yet achievable and provide intrinsic motivation (Hsiung, 2012;Kubiak, 2022). ...
Are performance appraisals in the public sector fair? EXPLORING bias and best practices
Article
Full-text available
  • Feb 2025
This study explores biases in performance appraisal systems within Indonesian government institutions and proposes a tailored framework to address these challenges. Identified biases include confirmation, similarity, central tendency, anchoring, status quo, and leniency/severity biases, exacerbated by political factors, bureaucratic culture, and hierarchical structures unique to Indonesia. These biases often result in appraisals reflecting political maneuvering rather than true employee performance. Using qualitative interviews and thematic analysis, the study uncovers the root causes of these biases and evaluates their impact on fairness and effectiveness. The proposed framework integrates Equity Theory, Cognitive Bias Theory, and goal-setting principles, offering solutions such as structured appraisal methods, quarterly reviews, enhanced evaluator training, and behaviorally anchored rating scales (BARS). These recommendations address the systemic issues of bias, promote transparency, and foster a fair and motivating work environment. This research uniquely contributes to the literature by focusing on Indonesia’s public sector, where cultural and political factors significantly influence performance appraisals. It provides actionable strategies for policymakers and practitioners to create appraisal systems that are fair, effective, and aligned with the organizational goals of government institutions, ultimately enhancing employee engagement and organizational performance.
View
... La satisfacción de los empleados con respecto a la evaluación del desempeño se ha conceptualizado principalmente de tres maneras: satisfacción con la entrevista de ED, satisfacción con el sistema de ED y satisfacción con las calificaciones de desempeño (Nair & Salleh, 2015). Los niveles de satisfacción declarados con el sistema de ED están claramente relacionados con la justicia percibida del sistema (DeNisi & Kluger, 2000). La premisa es que las personas motivadas trabajarán hacia metas establecidas por las que esperan una recompensa justa cuando las alcancen. ...
Evaluación de Desempeño e Intención de Mejora en Empleados de Empresas ManufacturerasPerformance evaluation and employees´intention to improve
Article
Full-text available
  • Jun 2024
La intención de mejora que precede al comportamiento de mejora de los empleados es un factor primordial para que las empresas que los emplean logren sus objetivos. Este estudio examinó la influencia de dos variables de la Evaluación del Desempeño (ED): la diligencia del supervisor y las reacciones de los subordinados a la reunión de ED. Se incorporaron al análisis 13 variables de control, que incluyeron 7 demográficas y 6 factores relacionados con la evaluación del desempeño, tales como consideración individualizada, relación, apoyo del supervisor, justicia procedimental, precisión de la ED y satisfacción con la ED. Los datos se recopilaron a través de un cuestionario proporcionado por McClendon et al. y se obtuvieron respuestas de 224 empleados de empresas manufactureras automotrices de la ciudad de Aguascalientes. Los coeficientes de confiabilidad del cuestionario fueron altos, indicando una consistencia robusta en las respuestas. Un análisis de regresión múltiple reveló un modelo explicativo del 0.456 de la varianza en la intención de mejora, destacando la contribución significativa de los factores de retroalimentación y diligencia del supervisor, sin la inclusión de las variables de control. En este contexto, la retroalimentación se destacó como el factor clave, sugiriendo que la asignación de recursos organizacionales para la capacitación de supervisores podría generar mayores beneficios en el comportamiento de mejora de los empleados. Estos hallazgos resaltan la importancia de la retroalimentación y la diligencia del supervisor como elementos críticos en el impulso de la intención de mejora entre los empleados.
View
The impact of enhancing performance management processes on technological innovation outputs: a field study in Laghouat cereals company
Article
Full-text available
  • Sep 2024
Purpose. In this field study, the author investigates the impact of enhancing performance management processes toward creating high-performance management systems and their impact on technological innovation outputs. The main purpose is to study the relationship between performance management processes and technological innovation outputs, assess specific processes’ impact, identify key factors for success, adapt processes for better support, analyse implementation challenges, and propose recommendations for improvement. Results. Findings suggest that improvements in performance management processes positively influence technological innovation outputs, enhancing efficiency, creativity, and competitiveness in the cereal industry. The study contributes to understanding the role of performance management processes in fostering technological innovation and offers practical insights for companies seeking to optimise their technological innovation processes and outcomes. In addition, results ensure that clear goal setting in performance management aligns innovation with organisational objectives; reassuring innovative contributions motivates employees; training fosters skill development; organisational supportive cultures facilitate innovation; fair evaluations encourage participation; collaboration enhances creativity; and diversity enriches perspectives. Scientific novelty. Performance management processes and systems play a critical role in fostering innovation by setting goals, providing feedback, identifying training needs, and aligning objectives, ultimately driving the development of technological innovations. We have conducted a quantitative study and collected data in a real-world setting through questionnaires, to explore the relationship between performance management processes and the level of technological innovation achieved by the company. Practical value. The study can help practitioners determine the main focus areas in their performance management processes to reach the desired technological innovation outputs, as we found that performance management processes can positively impact technological innovation in a company, and more precisely, the goal setting process beside training and development. Therefore, concentrating on aligning innovation efforts with organisational objectives through clear goal-setting, and providing training and development opportunities to develop employees’ skills and knowledge leads to higher technological innovation rates in the company.
View
Evaluating the evaluation: policies and practices involved in assessing school principals’ effectiveness
Article
  • Dec 2024
Purpose This study investigated public school principals’ perceptions of the policies and practices involved in their evaluation. The processes, impacts and challenges of the principals’ evaluation practices were identified within the Kuwaiti context. Design/methodology/approach The data for this qualitative study were drawn from semi-structured interviews with 32 Kuwaiti government high school principals. Findings These findings point to inefficient evaluation policies and practices that do not determine the level of effectiveness of school principals. In addition, the results identify limited awareness of the system of principals’ evaluations among school districts. Research limitations/implications This study is limited to the perceptions of government school principals in Kuwait, and the results are based on semi-structured interviews with school principals. Practical implications This study presents implications for policymakers and school principals to improve principals’ evaluation processes and impacts, especially in educationally centralized systems. Originality/value The novelty and significance of the present study reside in the scarcity of research undertaken on the evaluation of school principals despite the importance of their position. Furthermore, there is a tendency to prioritize the assessment of learners and teachers while disregarding the evaluation and methodologies used to evaluate school principals. Hence, the objective of this study is to address this gap, specifically within a centralized educational framework.
View
View
Employees Perception on 360 Degree Evaluation: Apitoria Pharma Pvt Ltd Perspective
Chapter
Full-text available
  • Jul 2024
This study investigates the perceptions of employees regarding the implementation of a 360-degree evaluation system at Apitoria Pharma Pvt Ltd, a fictional pharmaceutical company. The 360-degree evaluation system, known for its multi-rated feedback approach, aims to enhance performance appraisal processes by collecting feedback from various sources, including supervisors, peers, subordinates, and clients. The study explores employees’ understanding of the evaluation process, attitudes towards its fairness and transparency, perceived benefits and challenges, impact on motivation and job satisfaction, and recommendations for improvement. Methodologically, a combination of qualitative and quantitative approaches, including surveys, interviews, and document analysis, is employed to gather comprehensive insights. The findings will inform strategies for optimizing the effectiveness of the 360-degree evaluation system and fostering a culture of continuous improvement and employee development within Apitoria Pharma Pvt Ltd.
View
An Integrative Conceptual Review of Multiperspective Frameworks in Personality Research and a Roadmap for Extended Applications in Organizational Psychology
Article
Full-text available
  • Apr 2024
Multiperspective frameworks, such as the social relations model, socioanalytic theory, the realistic accuracy model, the self–other knowledge asymmetry model, and the trait-reputation-identity model, have advanced understanding of personality over the last 40 years. Due to a resurgence of interest in multiperspective research on personality and other constructs in organizational psychology, we conducted an integrative conceptual review of these specific multirater frameworks and their application in work settings. Our review identifies similarities and differences in these frameworks and suggests that they collectively represent an invaluable resource for personality researchers and the broader field of organizational psychology. Through our review, we distinguish multiperspective frameworks from similar approaches (e.g., multirater designs), track the evolution of these frameworks, and leverage current applications of these frameworks to craft a future research agenda. Our review serves as a roadmap to help scholars apply multiperspective logic more thoroughly and systematically in personality research and beyond. We close with a discussion of practical implications.
View
View
Performance Management: A new approach in performance management
Chapter
Full-text available
  • Mar 2024
Performance management is the process of planning, supervising, and improving the performance of individuals, teams, and the organization. The goal is to increase productivity, set performance goals, measure performance, provide feedback, develop performance, and support effective decision making. In performance management, new approaches that are more oriented towards employee development and engagement have replaced traditional approaches that focus on evaluation and control. This research methodology is based on literature review and discusses competency-based approaches, goals, and continuous feedback. Employee involvement in performance management provides benefits such as increased satisfaction, motivation, individual and team performance, skill development, communication, collaboration, and the formation of a motivating culture. Recognition and reward are also important in performance management, as they can improve employee motivation, performance, retention, and long-term contribution in the organization.
View
View
ResearchGate has not been able to resolve any references for this publication.