Location: Home » Wine Books » Harvard Business Review » Getting 360-Degree Feedback Right

The Oenophile Network Blog & Forum Links

Wine Blog
Wine Forum

Getting 360-Degree Feedback Right

enlarge

Author: Maury A. Peiperl
Publisher: Harvard Business Review
Category: Book

Buy New: $6.50

Avg. Customer Rating: 4.0 out of 5 stars

2 reviews
Sales Rank: 1132017

Format: Download: Pdf
Media: Digital
Pages: 7

ASIN: B00005RZAW

Publication Date: January 1, 2001
Availability: Available for download now

Similar Items:

•	13 Common Mistakes Using 360-Degree Feedback
•	Maximizing the Value of 360-degree Feedback: A Process for Successful Individual and Organizational Development (J-B CCL (Center for Creative Leadership))
•	The Art and Science of 360 Degree Feedback
•	360 Degree Feedback : The Powerful New Model for Employee Assessment & Performance Improvement
•	The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization

Editorial Reviews:

Product Description
Over the past decade, 360-degree feedback has revolutionized performance management. But one of its components--peer appraisal--consistently stymies executives and can exacerbate bureaucracy, heighten political tensions, and consume lots of time. For ten years, Maury Peiperl has studied 360-degree feedback and has asked: under what circumstances does peer appraisal improve performance? Why does peer appraisal sometimes work well and sometimes fail? And how can executives make these programs less anxiety provoking for participants and more productive for organizations? Peiperl discusses four paradoxes inherent to peer appraisal: 1) In the Paradox of Roles, colleagues juggle being both peer and judge. 2) The Paradox of Group Performance navigates between assessing individual feedback and the reality that much of today's work is done by groups. 3) The Measurement Paradox arises because simple, straightforward rating systems would seem to generate the most useful appraisals--but they don't. 4) During evaluations, most people focus almost exclusively on reward outcomes and ignore the constructive feedback generated by peer appraisal. Ironically, it is precisely this overlooked feedback that helps improve performance--thus, the Paradox of Rewards. These paradoxes do not have neat solutions, but managers who understand them can better use peer appraisal to improve their organizations.

Customer Reviews:

3 out of 5 stars

It just a magazine reprint - it's a good article, though July 17, 2005
1 out of 1 found this review helpful

This is just a reprint of a 5-page article from Harvard Business Review, January, 2001. It's a good article, though, but it's not a "book" in any respect. It only covers the "peer review" aspect of a 360.

5 out of 5 stars

Performance Management February 12, 2004
1 out of 3 found this review helpful

Effective Book a must for all HR Professionals, different perspective from the traditional approach

Powered by Associate-O-Matic

Customer Service

Contact Customer Service
Ordering
Tracking Your Package
Shipping Information
Domestic Shipping Rates
International Shipping Rates
Returns
Gifts & Gift Certificates
Privacy & Security

Untitled Document Disclaimer: This is an Amazon storefront - the products referenced on this site are manufactured and sold by parties other than the Oenophile Network. The Oenophile Network makes no representations regarding either the products or any information vendors offer about their products. Any questions, complaints, or claims regarding the products must be directed to the appropriate manufacturer or vendor, or to Amazon.com.