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In human resources or industrial psychology, 360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is feedback that comes from members of an employee's immediate work circle. Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers. The results from a 360-degree evaluation are often used by the person receiving the feedback to plan and map specific paths in their development. Results are also used by some organizations in making administrative decisions related to pay and promotions. When this is the case, the 360 assessment is for evaluation purposes, and is sometimes called a "360-degree review." However, there is a great deal of debate as to whether 360-degree feedback should be used exclusively for development purposes,〔Bracken & Rose, 2011; Maylett 2009〕 or should be used for appraisal purposes as well.〔Waldman et al., 1998〕 ==History== The German military first began gathering feedback from multiple sources in order to evaluate performance during World War II.〔Fleenor & Prince, 1997〕 Others also explored the use of multi-rater feedback during this time period via the concept of T-groups. One of the earliest recorded uses of surveys to gather information about employees occurred in the 1950s at Esso Research and Engineering Company.〔Bracken, Dalton, Jako, McCauley, & Pollman, 1997〕 From there, the idea of 360 degree feedback gained momentum, and by the 1990s most human resources and organizational development professionals understood the concept. The problem was that collecting and collating the feedback demanded a paper-based effort including either complex manual calculations or lengthy delays. The first led to despair on the part of practitioners; the second to a gradual erosion of commitment by recipients. However, due to the rise of the Internet and the ability to conduct evaluations online with surveys, Multi-rater feedback use steadily increased in popularity.〔Atkins & Wood, 2002〕 Today, studies suggest that over one-third of U.S. companies use some type of multi-source feedback.〔Bracken, Timmereck, & Church, 2001a〕 Others claim that this estimate is closer to 90% of all Fortune 500 firms.〔Edwards & Ewen, 1996〕 In recent years, Internet-based services have become standard in corporate development, with a growing menu of useful features (e.g., multi languages, comparative reporting, and aggregate reporting).〔Bracken, Summers, & Fleenor, 1998〕 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「360-degree feedback」の詳細全文を読む スポンサード リンク
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