This document provides an overview of 360-degree performance appraisals. It discusses the historical origins and development of 360-degree feedback, the concept and process, potential appraisers including superiors, self, peers, subordinates and customers. It outlines the contributions and cautions of each appraiser type. It also discusses factors for effective 360-degree feedback programs and common problems, concluding that when implemented properly it can lead to improved performance and motivation.
3. The Concept For example, subordinate assessments of a supervisor’s performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the team’s or agency’s results.
12. Companies using 360 degree performance appraisals Bellcore International Ltd( 1998) Johnson & Johnson Ltd( 1980s) Wipro Technologies Ltd ( Dec17th 2002) Xerox (1980s) IBM (1980) Bell Atlantic (1980)
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