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Book Categories |
| Acknowledgments | ||
| Preface | ||
| Ch. 1 | The Surge of 360[actual symbol not reproducible] Feedback Programs: Benefits and Risks | 1 |
| Ch. 2 | HR Innovation vs. Organizational Change Effort | 21 |
| Ch. 3 | Examples of Strategic Implementation Problems | 38 |
| Ch. 4 | Why Do Organizations Implement 360[actual symbol not reproducible] Feedback? | 58 |
| Ch. 5 | How Does 360[actual symbol not reproducible] Feedback Impact Individual Performance? | 79 |
| Ch. 6 | What Is the Connection to Organizational Culture? | 98 |
| Ch. 7 | Does 360[actual symbol not reproducible] Feedback Impact Organizational Performance? | 116 |
| Ch. 8 | What Is the Future of 360[actual symbol not reproducible] Feedback? | 128 |
| App. A | Typical 360[actual symbol not reproducible] Feedback Survey Items and Report | 135 |
| App. B | Typical TEAM-Q Survey Items and Feedback Report | 139 |
| Index | 144 |
| Price | Condition | Delivery | Seller | Action |
| $99.99 | Digital |
| WonderClub |
Jesse Santos
reviewed The Power of 360 Degree Feedback: How to Leverage Performance Evaluations for top Productivity on March 26, 2014 The Power of 360 Degree Feedback: How to Leverage Performance Evaluations for top Productivity
A bit to systemic, where one would think culture isn't mechanical. The idea of measuring culture is surely appealing, the approach is sound, but at some point evokes too many mechanical and manufacturing metaphors. My understanding is that this is the original book about the competing value framework, so might be a bit dated. Further reading from Jeff de Graf, confirmed that his approach is quite more sound and flexible. It is definitely a big step ahead of William Schneider, even if in principles the dimensions on which culture is measured are the same.
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