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FOUR ESSENTIALS FOR IMPROVING MANAGEMENT PERFORMANCE WITH 360 FEEDBACK
This summary was written by Diane Byington, Ph.D. and is based on a paper by Frank Shipper, Investigating the Sustainability of a Sustained 360 Process, published in The Best Papers Proceedings of the Academy of Management Annual Meeting, August 7-11, 2009, Chicago, Illinois.
What can an organization do to help managers to improve their management skills through 360 feedback? Are two cycles, or more, of 360 feedback more effective than one?
This research study followed 13,661 middle-level managers of a large multi-national technology-driven firm over approximately 15 years. The managers were divided into four cohorts that participated in 360 feedback between two and four times during the time of the study. The research design used action research, meaning that the research was not an experimental design, but, rather, took place in an ongoing business setting. No attempt was made to randomize participants into various groups, and interventions (with the exception of the 360 feedback tool) changed over time.
The study found that organizations can do four things to improve management performance through 360 feedback: (1) choose a standardized, reliable survey and stick with it over time, (2) maintain active executive participation and support for the process, (3) ask managers to take the survey approximately every 18 months, and (4) provide organizational support for management improvement in the skills measured by the 360 feedback tool. These will be discussed in the following paragraphs...
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