Looks at the difference between success and failure with regard to 360‐degree feedback projects, stressing the need for … 360‐degree feedback, setting out the benefits for the various parties involved ‐ customers, employees, etc. Goes on to …, which can lead to failure. Offers solutions to these problems and concludes that, while 360‐degree feedback is not a cure …

assessment and feedback. Explores pros and cons of psychological testing, individual competence assessment conducted by an … external consultant and multi‐source assessment feedback techniques. Emphasizes the critical importance of selecting the right …Presents barriers and benefits to top executive assessment. Discusses a range of techniques for top executive …

specific area of management practice - delivering negative feedback - and explore how the knowledge may be changing as a new … and research undertaken on giving negative feedback to identify issues that are significant with respect to the manner in … which managers give negative information to this new generation of workers. Findings To be effective, negative feedback to …

feedback activities fail miserably. Traditional 3608 feedback may provide some useful information but these instruments can …

Considers the benefits and pitfalls of 360‐degree feedback – drawing from experiences at British Petroleum (BP) and … current thinking at British Aerospace (BAe), Brough. A distinction is made between “assessment” and “development” (necessary … programme where the otion of 360‐degree feedback is being considered. Suggests there are 11 key issues that should be considered …

An increasingly important performance measurement tool, especially in the area of teams, is 360° feedback. This paper … discusses the theories behind the system, and provides an in‐depth review of the techniques of implementing 360° feedback in an … organization. Steps for implementation include selection of raters, questionnaire construction, feedback, presentation, and follow …

finalist for the 1995 Presidential Award for Quality ‐ has taken information from feedback reports and other sources, and …‐do‐check‐act logic into a plan‐do‐knowledge‐act model which couples assessment information with theory ‐ in the form of the conceptual …

problematic. In this article, the authors introduce a parallel layer of feedback in a CALL application, which can monitor … different inputs in order to decide on appropriate feedback, which can be customized and adapted in terms of phrasing, style and … that their parallel feedback mechanism in L2 actually does help students during interaction and contributes as a motivation …