360-feedback in health care management: a field study.
In recent years, organizations representing all types of industries, including health care, have adopted the 360-feedback approach with the goal of strengthening leader performance. But while 360-feedback enjoys a high level of face validity, current research shows that it is not problem-free and often fails to achieve its goals without proper development and implementation. This research, conducted in a large public hospital, surveyed the top management team of 49 executives who participated in a 360-feedback project beginning in February 2001. The survey, designed to solicit opinions about the effectiveness of the 360-feedback project, resulted in several recommendations to improve the process: One, both mentors and participants (raters and those rated) should be formally trained to improve the feedback process. Two, participants--both raters and those rated--should be significantly involved in 360-feedback planning and development efforts. Three, the 360-feedback process should be linked to hospital objectives. Four, the 360-feedback process should focus not only on interpersonal issues but departmental and organizational goals as well. First and foremost, our findings show that regardless of how popular a management development program may be, no technique for improving management and organizational effectiveness, including 360-feedback, will work unless properly designed and implemented.
Kuzmits
Frank E
FE
Department of Management, College of Business and Public Administration, University of Louisville, Louisville, KY 40292, USA. kuzmits@louisville.edu
Adams
Arthur J
AJ
Sussman
Lyle
L
Raho
Louis E
LE
D005246:Feedback; D006740:Hospital Administrators; D006779:Hospitals, Public; D006801:Humans; D007324:Institutional Management Teams; D008611:Mentors; D019982:Organizational Case Studies; D009937:Organizational Objectives; D015397:Program Evaluation; D011785:Quality Assurance, Health Care; D013192:Staff Development