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360 degree feedback: its role in employee development

Thomas N. Garavan (University of Limerick, Limerick, Eire)
Michael Morley (University of Limerick, Limerick, Eire)
Mary Flynn (University of Limerick, Limerick, Eire)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 March 1997

18933

Abstract

Focuses on 360 degree feedback which is defined as a contrived method of providing a flow of feedback to employees from all directions. Addresses the purposes of feedback within the organization, with special emphasis on its use for employee development and careeµr development; the benefits of such feedback to the organization and the individuals involved; the mechanisms used to obtain feedback; and, finally, the pitfalls of 360 degree feedback.

Keywords

Citation

Garavan, T.N., Morley, M. and Flynn, M. (1997), "360 degree feedback: its role in employee development", Journal of Management Development, Vol. 16 No. 2, pp. 134-147. https://doi.org/10.1108/02621719710164300

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited

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