This article examines 360 degree feedback as both an intervention and an evaluation technique for assessing management learning. An evaluation model is described which was created to distinguish the effects of different interventions for different stakeholders. This is illustrated by reference to management development programmes for 500 managers conducted over three years in a large UK public authority. The article concludes with an analysis of the use of 360 degree feedback in its dual role of evaluation data source and intervention for development.
Antonioni, D. (1996) ‘ Designing an Effective 360 Degree Appraisal Feedback Process ’, Organizational Dynamics25(2): 24–39 .
2.
Bailey, A. and Johnson, G. (1992) ‘How Strategies Develop in Organisations’, in D. Faulkner and G. Johnson (eds) The Challenge of Strategic Management. London: Kogan Page .
3.
Beer, M. and Eisenstat, R. A. (1996) ‘ Developing an Organization Capable of Implementing Strategy and Learning ’, Human Relations49(5): 597–619 .
4.
Bracken, D. W. , Tamarack, Cz. W. , Fleenor, J. W. and Summers, L. (2001) ‘ 360 Feedback from Another Angle ’, Human Resource Management40(1): 3–20 .
5.
Bramley, P. (1996). Evaluating Training Effectiveness. London: McGraw-Hill .
6.
Brutus, S. , Fleenor, J. W. and London, M. (1998) ‘ Does 360 Degree Feedback Work in Different Industries? ’, Journal of Management Development17(2/3): 177–190 .
7.
Easterby-Smith, M. (1986) Evaluation of Management Education Training and Development. Aldershot: Gower Press .
8.
Edwards, M. and Ewens, A. (1996) 360° Feedback. New York: Amacoh .
9.
Fletcher, C. and Baldry, C. (1999) ‘Multi Source Feedback Systems: A Research Perspective’, in C. L. Cooper and I. T. Robertson (eds) International Review of Industrial and Organisational Psychology, Vol. 14, pp. 149–193. Chichester: John Wiley .
10.
Greguras, G. J. and Robie, C. (1998) ‘ A New Look at Within Source Inter Rater Reliability of 360 Degree Feedback Ratings ’, Journal of Applied Psychology83(6): 960–968 .
11.
Haworth, S. (1998) ‘ The Dark Side of Multi Rater Assessments ’, HR Magazine (USA)43(6): 106–112 .
12.
Hazucha, J. F. , Hezlett, S. A. and Schneider, R. J. (1993) ‘ The Impact of 360 Degree Feedback on Management Skills Development ’, Human Resource Management32(2/3): 325–351 .
13.
Hesseling, P. (1966) Strategy of Evaluation Research. Rotterdam: Van Gorcum and Company .
14.
Jackson, J. H. and Greller, M. M. (1998) ‘ Decision Elements for Using 360° Feedback ’, HR Planning21(4): 18–19 .
15.
Kirkpatrick, D. (1994) Evaluating Training Programs. The Four Levels. San Francisco: Berret-Koehler .
16.
Kluger, A. N. and De Nisi, A. (1996) ‘ The Effects of Feedback Interventions on Performance: A Historical Review, a Meta-analysis and a Preliminary Feedback Intervention Theory ’, Psychological Bulletin119(2): 254–284 .
17.
London, M. and Smither, J. W. (1995) ‘ Can Multi-source Feedback Change Perceptions of Goal Accomplishment, Self Evaluation and Performance Related Outcomes? Theory Based Applications and Direction for Research ’, Personnel Psychology48: 803–839 .
18.
Mabey, C. and Martin, G. (2001) ‘ Determining Best Practice in Management Development: A Comparative Study of US and UK Organizations ’, paper presented at the Academy of Management Conference, Washington.
19.
McEvoy, G. M. and Beatty, R. W. (1989) ‘ Assessment Centres and Subordinate Appraisal of Managers: A Seven Year Longitudinal Examination of Predictive Validity ’, Personnel Psychology42(1): 37–52 .
20.
Martin, J. (1992) Cultures in Organisations. Three Perspectives. Oxford: Oxford University Press .
21.
Mintzberg, H. and Waters, J. A. (1985) ‘ Of Strategies Deliberate and Emergent ’, Strategic Management Journal6: 257–272 .
22.
Moore, C. A. and Seidner, C. J. (1998) ‘Organisational Strategy and Training Evaluation’, in S. Brown and C. J. Seidner (eds) Evaluating Corporate Training. Models and Issues. Boston: Kluwer Academic Publishers .
23.
Noe, R. A. and Schmitt, N. (1986) ‘ The Influence of Trainee Attitudes on Training Effectiveness: Test of a Model ’, Personnel Psychology39(3): 497–523 .
24.
Perrow, C. (1986) Complex Organizations, 3rd edn.New York: Random House .
25.
Pollock, D. M. and Pollock, L. J. (1996) ‘ Using 360° Feedback in Performance Appraisal ’, Public Personnel Management25(4): 507–528 .
26.
Preskill, H. and Torres, R. T. (1999) Evaluative Inquiry for Learning in Organizations. London: Sage .
27.
Rubin, R. (1995) ‘ Upward Appraisal: What Do Subordinates Consider Important in Evaluating their Superiors? ’, Library and Information Science Research17(2): 151–161 .
28.
Santos, A. and Stuart, M. (2003) ‘ Employee Perceptions and their Influence on Training Effectiveness ’, Human Resources Management Journal13(1): 27–45 .
29.
Silverman, D. (1985) Qualitative Methodology and Sociology. Aldershot: Gower .
30.
Thomson, A. , Mabey, C. and Storey, J. (1998) ‘ The Determinants of Management Development: Choice or Circumstance? ’, International Studies of Management and Organisation28(1): 91–114 .
31.
Tyson, S. and Doherty, N. (1999) Human Resource Excellence Report. Cranfield: Financial Times .
32.
Waldman, D. , Atwater, L. E. and Antonioni, D. (1998) ‘ Has 360 Degree Feedback Gone Amok? ’, Academy of Management Executive12(2): 86–95 .
33.
Walker, A. G. and Smither, J. W. (1999) ‘ A Five Year Study of Upward Feedback: What Managers Do with their Results Matters ’, Personnel Psychology52(2): 393–397 .
34.
Warr, R. , Bird, M. and Rackham, N. (1976) Evaluation of Management Training. London: Gower Press .
35.
Weick, K. E. (1995) Sense Making in Organizations. London: Sage .
36.
Wexley, K. N. and Klimoski, R. (1984) ‘Performance Appraisal: An Update’, in K. M. Rowland and G. R. Ferris (eds) Research in Personnel and Human Resources Management, Vol. 2, pp. 35–79. Greenwich, CT: Jai Press .
