360‐degree feedback as a competitive advantage
探讨了组织如何利用360度反馈作为竞争优势，比较了传统绩效评估与360度反馈的差异，并设计了有效实施该反馈项目的要素，最后提出了研究议程。
Abstract This article examines the status of 360‐degree feedback in organizations. How to optimally use feedback from multiple constituencies as a competitive advantage is discussed. Differences between traditional performance appraisal and 360‐degree feedback are elucidated. Elements of designing and implementing an effective 360‐degree feedback program are explored: content, employee involvement, item type, format, relevance, implementation, using results for evaluation and/or development, including managers' self‐assessment, and the form and content of the feedback. A research agenda on 360‐degree programs is charted. © 1993 by John Wiley & Sons, Inc.