Utilising 360‐degree feedback in the public sector
A case study of the Korean central government
Bibliographic Data
| ID | 6233718 |
|---|---|
| Authors | Pan Suk Kim (0000-0002-0551-1702, Yonsei University, corresponding author) |
| Year | 2001 |
| Volume | 9 |
| Issue | 2 |
| Pages | 95-108 |
| Publication date | 2001-12-01 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Asian Journal of Political Science (JOURNAL) |
| Journal identifiers | ISSN: 0218-5377 • E-ISSN: 1750-7812 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/02185370108434193 |
| OpenAlex | W2089260183 |
| Language | EN |
| Citations received | 2 |
| References cited | 14 |
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
Autocracy · Business · Commission · Degree (music · Democracy · Economics · Government (linguistics · Management · Performance appraisal · Political science · Politics · Promotion (chess · Public relations · Public sector · Evaluation and Performance Assessment · Human Resource Development and Performance Evaluation · Law · Marketing
| Citations per year | 0.08 |
|---|---|
| Citation span | 2002 - 2010 (9) |
| Highly cited | No |