| Abstrakt: |
In recent years. organizations representing all types of industries, including health care, have adopted the 360-feedback approach with the goal of strengthening leader performance. But while 360-feedback enjoys a high level of face validity, current research shows that it is not problem- free and often fails to achieve its goals without proper development and implementation. This research, conducted in a large public hospital, surveyed the top management team of 49 executives who participated in a 360-feedback project beginning in February 2001. The survey. designed to solicit opinions about the effectiveness of the 360-feedback project, resulted in several recommendations to improve the process: One, both mentors and participants (raters and those rated) should be formally trained to improve the feedback process. Two, participants- both raters and those rated-should be significantly involved in 360-feedback planning and development efforts. Three, the 360-feedback process should he linked to hospital objectives. Four, the 360-feedback process should locus not only on interpersonal issues hut departmental and organizational goals as well. First and foremost, our findings show that regardless of how popular a management development program may he, no technique for improving management and organizational effectiveness, including 360-feedback. will work unless properly designed and implemented. [ABSTRACT FROM AUTHOR] |
