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 language | English |
|---|---|
| Pages (from-to) | 95-108 |
| Number of pages | 14 |
| Journal | International Journal of Phytoremediation |
| Volume | 9 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - 2001 Dec |
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All Science Journal Classification (ASJC) codes
- Environmental Chemistry
- Pollution
- Plant Science
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Utilising 360-degree feedback in the public sector : A case study of the Korean central government. / Kim, Pan S.
In: International Journal of Phytoremediation, Vol. 9, No. 2, 12.2001, p. 95-108.Research output: Contribution to journal › Article
TY - JOUR
T1 - Utilising 360-degree feedback in the public sector
T2 - A case study of the Korean central government
AU - Kim, Pan S.
PY - 2001/12
Y1 - 2001/12
N2 - 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.
AB - 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.
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UR - http://www.scopus.com/inward/citedby.url?scp=84937333750&partnerID=8YFLogxK
U2 - 10.1080/02185370108434193
DO - 10.1080/02185370108434193
M3 - Article
AN - SCOPUS:84937333750
VL - 9
SP - 95
EP - 108
JO - International Journal of Phytoremediation
JF - International Journal of Phytoremediation
SN - 1522-6514
IS - 2
ER -