How 360 degree feedback practices create positive or negative participant perceptions of the process

Abstract

360 degree feedback is widely used by employing organisations but peoples' views of how successful it is vary from individual to individual and from organisation to organisation. Successful experiences of 360 degree feedback can have a powerful effect on performance, retention and development. When 360 degree feedback is unsuccessful within organisations there appears to be a damaging effect on employee engagement factors like motivation, organisational commitment and morale. It is therefore important to gain a better understanding of what differentiates more successful experiences of 360 degree feedback from less successful ones. This thesis seeks to answer the question, what makes the difference between 360 degree feedback experiences perceived by participants as successful and those that are not?

Date of Award	Mar 2011
Original language	English
Awarding Institution	University of Brighton