Feedback effectiveness: Can 360-degree appraisals be improved?

By Angelo S. Denisi, A. Kluger. 2000

423 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/91563b08dbdcc05cbc377f011d9d8ff3dea05b5a

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In Management Information Systems

Citations in the corpus

Does Negative Feedback Benefit (or Harm) Recipient Creativity? The Role of the Direction of Feedback Flow (2020, background): “…feedback flow may be the most frequently observed direction, organizations are beginning to realize the value of feedback that flows up the hierarchy and feedback that flows laterally between employees at the same organizational rank (Antonioni, 1996; Brett & Atwater, 2001; DeNisi & Kluger, 2000).”
The Modeling and Assessment of Work Performance (2015, background): “Most 360 systems are based on competency models that specify the capabilities that a highfunctioning manager/executive should have (DeNisi & Kluger 2000).”
The Relationship Between Leaders’ Personality and Their Reactions to and Use of Multisource Feedback (2005, background): “Learning models include a feedback loop emphasizing that people learn as they receive performance feedback (DeNisi & Kluger, 2000).”
Global Talent Management : How Leading Multinationals Build and Sustain Their Talent Pipeline (2007, background): “The companies in our sample use such reviews, but a growing body of evidence indicates 360-degree feedback may do more harm than good, depending on its implementation.(51) Several controversial issues thus remain: Should 360-degree reviews function at all levels of a company or only the most senior ”
Feedback on assessment: students’ perceptions of quality and effectiveness (2008, background): “A commonly identified characteristic of effective feedback is that it should contribute to knowledge of performance and the nature of the performance gap between actual and ideal performance (DeNisi & Kluger 2000).”
Understanding the factors that determine workplace coaching effectiveness: a systematic literature review (2018, background): “Utilizing behavioural feedback to aid professional development and improve employee performance has become a popular organizational practice (DeNisi & Kluger, 2000).”
The rich get richer: predicting participation in voluntary diversity training (2007, background): “DeNisi and Kluger (2000) suggest that the most effective feedback interventions focus the attention at the task level, provide specific recommendations for improvement, and come from a trusted and knowledgeable source.”
360-Degree Assessment: Time for Reinvention (2003, background): “Comparing averages of one manager with the averages of another will not be of particular help (see DeNisi & Kluger, 2000), unless there are reliable norms about specific industries and managerial levels, which would make the comparison meaningful.”
The Effect of Upward Feedback on Managerial Behavior (2008, background): “This criticism has been reinforced in subsequent reviews of the literature (e.g. DeNisi & Kluger, 2000).”
Action learning and multi-rater feedback as leadership development interventions: Popular but poorly deployed (2002, methodology): “According to the feedback intervention theory of DeNisi and Kluger (2000), behaviour is regulated by a comparison of the received feedback with a goal or a standard.”