Along with the growing use of 360-degree feedback in organizations
today, there is much disagreement over how it should be employed:
strictly to help the manager develop or also to help those who work
with the manager decide such issues as pay and promotion? This
publication features the insights of a group of experienced
professionals on both sides of the issue. To set the stage, George
P. Hollenbeck, a management psychologist and adjunct faculty member
at Boston University's Graduate School of Management, discusses the
popularity of 360-degree feedback today.
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