Utilising 360-degree feedback in the public sector: A case study of the Korean central government

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6 Citations (Scopus)

Abstract

The 360-degree feedback involves all aspects of a group: managers, colleagues, subordinates, and customers. Recently, the Korean Civil Service Commission (CSC) supports the use of multiple raters as an effective method of assessing performance, both for developmental and appraisal needs. The 360-degree feedback was officially adopted for employee promotion in the Korean central government in 1998. However, there are direct costs in designing 360-degree feedback instruments and in training sessions for implementation, as well as human costs that include confusion and fear about 360-degree feedback. Like many organisational change efforts, cultures and habits are slow to change. Autocratic managers can be reluctant to change the rules in any fashion that could pose a threat to their positions of power.

Original languageEnglish
Pages (from-to)95-108
Number of pages14
JournalInternational Journal of Phytoremediation
Volume9
Issue number2
DOIs
Publication statusPublished - 2001 Dec

All Science Journal Classification (ASJC) codes

  • Environmental Chemistry
  • Pollution
  • Plant Science

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