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The use of game-related assessments (GRAs) in personnel selection is increasing. However, the type of GRA under investigation should be considered. This study focuses on game-based assessments, which closely resemble leisure-oriented videogames. We specifically examined a serious game that assesses personality traits (assertiveness, sociability, tolerance, and rules). We analyzed its predictive validity, applicant reactions, and the impact of personal and job-related factors on scores. The study included 182 participants who played the GRA and completed a Big Five questionnaire. Findings revealed that the game predicts adaptive performance, offering incremental value over the Big Five (ΔR2 =.107). Additionally, candidates reacted more positively to the GRA in terms of comfort and fit, although the effect size was small (d = -0.1757 and -0.3119, respectively). Relating to personal and job-related characteristics, only job experience significantly affected the assertiveness score, albeit with a small effect size (d = -0.3870). [ABSTRACT FROM AUTHOR]

The study was conducted in the chemical industries located in Thane district, Maharashtra in 2019-20. Twenty employees each were randomly selected from four departments of the industries viz procurement, manufacturing, marketing and sales, making a sample size of 80 employees. Data were collected through survey and data gathering. It was found that 75.00, 57.50, 60.00 and 60.00 per cent employees agreed or strongly agreed that 360-degree methods functioned fairly/equitably, was able to gauge real performance and was transparent and satisfactory respectively. Therefore, the employees had a positive opinion about the method. However, majority of the employees viz 27.50, 37.50, 30.00 and 30.00 per cent under management by objectives method and 32.50, 27.50, 27.50 and 30.00 per cent under forced distribution method, neither agreed nor disagreed that the methods functioned fairly/equitably, were able to gauge real performance and were transparent and satisfactory respectively. Therefore, the employees were uncertain about latter two methods. [ABSTRACT FROM AUTHOR]

As a kind of job characteristic, feedback often occurs in the organization in order to improve employee performance. Based on leadership identity theory, this study developed a conceptual model involving supervisor developmental feedback, job crafting and job performance. the authors then targeted a large manufacturing enterprise in Hunan, China, obtaining 337 valid data using an on-site questionnaire survey. The data was analyzed using a hierarchical linear regression method, showing that supervisor developmental feedback was positively related to job crafting and employee job performance, and this job crafting was positively associated with employee job performance and partially mediated the relationship between supervisor developmental feedback and employee job performance. Managerial implications and directions for further research are discussed. [ABSTRACT FROM AUTHOR]

Companies are increasingly using artificial intelligence (AI) to provide performance feedback to employees, by tracking employee behavior at work, automating performance evaluations, and recommending job improvements. However, this application of AI has provoked much debate. On the one hand, powerful AI data analytics increase the quality of feedback, which may enhance employee productivity ("deployment effect"). On the other hand, employees may develop a negative perception of AI feedback once it is disclosed to them, thus harming their productivity ("disclosure effect"). We examine these two effects theoretically and test them empirically using data from a field experiment. We find strong evidence that both effects coexist, and that the adverse disclosure effect is mitigated by employees' tenure in the firm. These findings offer pivotal implications for management theory, practice, and public policies. Artificial intelligence (AI) technologies are bound to transform how companies manage employees. We examine the use of AI to generate performance feedback for employees. We demonstrate that AI significantly increases the accuracy and consistency of the analyses of information collected, and the relevance of feedback to each employee. These advantages of AI help employees achieve greater job performance at scale, and thus create value for companies. However, our study also alerts companies to the negative effect of disclosing using AI to employee that results from employees' negative perceptions about the deployment of AI, which offsets the business value created by AI. To alleviate value‐destroying disclosure effect, we suggest that companies be more proactive in communicating with their employees about the objectives, benefits, and scope of AI applications in order to assuage their concerns. Moreover, the result of the allayed negative AI disclosure effect among employees with a longer tenure in the company suggests that companies may consider deploying AI in a tiered instead of a uniform fashion, that is, using AI to provide performance feedback to veteran employees but using human managers to provide performance feedback to novices. [ABSTRACT FROM AUTHOR]

Research summary: This study examines how managerial biases in the form of overconfidence change the interpretation of performance feedback and, consequently, shape a firm's risk taking in response to it. Our formal analysis suggests that CEO overconfidence is associated with a lower willingness to increase firm risk taking when facing negative performance feedback and a higher willingness to decrease risk when facing positive feedback. An extension of our model also shows that, when firms are operating close to their survival level, the effects of CEO overconfidence will reverse. We test our predictions empirically with a sample of 847 American manufacturing firms in the years 1992 to 2014. Our results are consistent with our hypotheses and are robust to different empirical operationalizations of CEO overconfidence. Managerial summary: Managers evaluate the success of their current business strategy through feedback in the form of their firm's current financial results relative to their own previous performance or that of their peers. Our results show that overconfident CEOs interpret information about the financial situation of their firms more optimistically than non‐overconfident CEOs, which in turn causes them to exhibit a less pronounced reaction to both positive or negative performance feedback. It is thus crucial that managers are clearly aware of how their interpretations and reactions to feedback are affected by their own deeply held personal beliefs and dispositions. [ABSTRACT FROM AUTHOR]

Organizations around the world are using multisource, or 360-degree, feed-back. Although many HR practitioners embrace it as an important mecha-nism for leadership development, organizations must attend to and address several issues in order to maximize the utility of multisource feedback (MSF). We discuss current research findings and highlight issues for managers to consider both before starting a multisource feedback process and after the feedback is given, plus we review potential outcomes of the process. We also describe lessons learned from an intensive three-year investigation of an MSF implementation in two organizations. © 2007 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Essential to an organization's capacity for sustainable growth is the ability of its managers to learn better skills that improve performance. Millions of dollars are spent each year on development initiatives that often fail to transfer into performance gains, primarily due to insufficient support given to the learning transfer process. One initiative used by companies to develop managerial skills is the 360 feedback process. This process has been recognized by some for its value because of its inherent ability to reinforce learning and create actionable knowledge. Some companies have gone so far as to assume that the 360 feedback process will apply equally across cultures. Given that different cultures hold different values, the assumption needs to be examined. The question of cultural relevance for the 360 feedback process was examined across five countries in this study. The results provide support for the overall effectiveness of the 360 process across the combined sample. Comparisons among the five countries, however, revealed important differences. The results were examined based on Hofstede's four work-related values. The 360 feedback process was found to be most effective in cultures with low power distance and individualistic values. The implications for both practice and research are discussed. [ABSTRACT FROM AUTHOR]

One of the most popular management development tools in use today is the 360-degree assessment instrument. In recent years, however, its popularity has led to uses beyond its original application for management development. In particular, 360-degree assessment is now replacing the traditional performance appraisal. This trend toward multiple uses--especially administrative ones--should raise concerns, and we discuss its implications. In particular, our focus is on dilemmas created when a feedback tool is stretched to include potentially conflicting aims. We carry out our analysis on three levels (individual, interpersonal, and organizational) using three frames (cognitive, psychometric, and game-theoretical). It leads to the conclusion that if used for multiple purposes 360-degree assessment is in danger of losing its efficacy as a process to deliver honest and constructive feedback. We suggest that it is time for reinvention of the tool and its process methodology. In particular, we argue for the development of two distinct tools--one for management development and one for performance feedback. The management development tool would rely more heavily upon qualitative feedback and competences for development. The performance appraisal feedback tool would be designed around quantitative feedback and measuring performance outcomes. [ABSTRACT FROM AUTHOR]

Wanted: High-performance work practices to gain a competitive advantage. An increasingly common answer to this desperate call is 360-degree programs; unfortunately, they have, at best, mixed reviews when empirically assessed. This study found that a way to improve the effectiveness of 360s may be to combine them with coaching focused on enhanced self-awareness and behavioral management. In a small manufacturer, this feedback-coaching resulted in improved manager and employee satisfaction, commitment, intentions to turnover, and at least indirectly, this firm's performance. This feedback-coaching may be a winning combination to help in the competitive battles in today's global economy. [ABSTRACT FROM AUTHOR]

The use of peer appraisals has been widely acclaimed, but how useful are they really? Student groups made non-anonymous ratings of peer performance on two group tasks, and the ratings contributed to the students' course grades. Groups differentiated very little among peers in their performance ratings. Individuals in non-differentiating groups reported more positive distributive and procedural justice, satisfaction, and turnover intent than did individuals in differentiating groups. In differentiating groups, no differences in attitudes were found between individuals who were differentially rewarded or penalized for their performance. Implications for peer appraisal practice and future research are discussed. [ABSTRACT FROM AUTHOR]

Members of 12 project teams in five organizations participated in a study that assessed their self-monitoring characteristics and level of satisfaction with their performance appraisal system. Overall, taking part in self-ratings and upward appraisals of team leaders was associated with greater levels of appraisal satisfaction than was participating in peer evaluations. Self-monitoring level was negatively associated with appraisal satisfaction after controlling for level of ratings generated by peers, self, and leader. The paper discusses results, and offers practical implications in light of the social and interpersonal context that surrounds performance evaluation. [ABSTRACT FROM AUTHOR]

As technology becomes more important and complex, many researchers are exploring systematic methods to model and describe the process of innovation. Among these methods, the Technology Delivery System (TDS) is a representative framework that has captured worldwide attention. In this paper, we identify and analyse the main delivery actors in China's cloud manufacturing (CMfg) TDS. We begin with an introduction to the TDS framework and its components, followed by a novel five-step method for quantitatively and qualitatively determining the main delivery actors in each of the four phases of the innovation process. Our method also identifies the content each actor contributes to CMfg innovation, the relationships between the actors, and combines these individual analyses into a complete picture of the TDS. The conclusions and insights derived contribute to the theoretical development of the TDS framework and generate valuable insights for managers and policymakers involved in developing CMfg technology in China. [ABSTRACT FROM AUTHOR]

Performance appraisal system is one of the most important determinants for the achievement of goals for human resources management. For that reason, the way and the methods used by organizations to evaluate the performance of their employees are critical for them in reaching their goals. Thus, it is necessary to accurately evaluate the performance of the employees in the organization and then to improve particularly the weaknesses of the employees in line with the goals of the organization. Traditional performance evaluation systems, where a single supervisor evaluates the performance of all employees, may not always necessarily lead to an objective and effective evaluation. Therefore, taking a backseat after the 1980s, traditional performance evaluations systems have been replaced by the 360-degree performance appraisal system, which is used for the purposes of uncovering the potential of the employees in an organization, informing the employees of their weaknesses through feedbacks and compensating for their weaknesses for the achievement of goals. The 360-degree performance appraisal system highly focuses on the data, which are obtained from multiple sources and provide feedbacks to employees. The data collected from multiple sources enhance the objectivity and effectiveness of the resulting evaluation. Also, the feedbacks allow employees to see their weaknesses from the perspective of others and increase their job motivation. The present study theoretically analyzes the 360-degree performance appraisal system, which is a prominent system in human resources management, presents an empirical survey with the heads of departments in Çanakkale Onsekiz Mart University and seeks to outline their weaknesses and strengths. [ABSTRACT FROM AUTHOR]

This article critically examines the issue that acceptability is a key issue relevant to the success of 360-degree appraisal processes. Three hundred and sixty degree appraisal provide an alternative to traditional top-down sources of feedback and appraisal, which increasingly appear to be inconsistent with current developments in management thought and practice. Acceptability concept is also being increasingly important in relation to the validity and usefulness of appraisal processes in general. Acceptability has also been considered more specifically with regard to 360-degree appraisal processes. It is not a guaranteed outcome of such processes. Yet, feedback research and theory suggest that an individual's reaction to feedback is a critical determinant of whether that person will subsequently take actions to improve performance. Reactions may be even more critical in a typical 360-degree scenario where the information is often shared only with the ratees themselves and the explicit purpose is development. If 360-degree appraisals are not used for evaluative purposes and hence not tied to such administrative actions as pay and promotion, ratees may perceive limited accountability for using the results.

Because performance management systems fail in today's lean economic climate, the Monsanto Company developed the Performance Enhancement Process (PEP) to manage the context in which performance occurs, rather than the performance itself. PEP serves as a catalyst for organizational clarity and creates a tangible link between human resources and business. By implementing PEP, Monsanto decided to shift its emphasis from performance management to employee development, simplifying-goal setting and transforming the supervisor's role from evaluator to coach. To gauge PEP's effectiveness, the Company initiated a system of 360-degree feedback to monitor progress and to ensure continuous development. [ABSTRACT FROM AUTHOR]

This study investigated changes in the skill levels of managers which occurred two years following the managers' participation in 360-degree feedback. The major objective was to investigate how skill development, development efforts, and environmental support for development are related. The Management Skills Profile (MSP) was used to measure skills and to give feedback. Of the original 198 managers who received feedback, 48 accepted the opportunity to complete the instrument again two years later. At that time, they also completed a questionnaire surveying what development activities they had completed and the extent to which they received support for development from their supervisor and the organization. The first hypothesis was that, for the group, (a) participants' skills would increase following feedback, and (b) self-other agreement would be greater at Time 2 than at Time 1. This was supported. The second hypothesis was that management skills would be related to later advancement. This also was supported. The third hypothesis was that skill development would be related to both development efforts and environmental support, and that some development activities would be more effective than others. Hypothesis four was that those who put more effort into development (a) would have received at Time 1 ratings which were more favorable and more congruent with their self-ratings, and (b) would have received more environmental support. Hypotheses three and four were only partially supported. The results have implications for what managers can do to develop their skills and how others can support this development. INSET: Table I: Management Skills Profile: Dimensions & Definitions.. [ABSTRACT FROM AUTHOR]

This article reviews salient features of the foregoing articles contained in this special issue of Human Resource Management. The 360-degree feedback movement constitutes an important new technology in the practice of human resource management. To be sure, these papers suggest a hodgepodge of techniques, testimonials, cautions, methodological problems, axes being ground, and a lack of overall cohesion. Even so, the net result is a good snapshot of the current status and hopeful future of this new technology. The net impact of these articles is significant, showing clearly that 360-degree feedback methodology possesses distinct promise for improved success in both individualized and group programs of personal development in the bureaucratic and organizational settings of the future. [ABSTRACT FROM AUTHOR]

This article examines the status of 360-degree feedback in organizations. How to optimally use feedback from multiple constituencies as a competitive advantage is discussed. Differences between traditional performance appraisal and 360-degree feedback are elucidated. Elements of designing and implementing an effective 360-degree feedback program are explored: content, employee involvement, item type, format, relevance, implementation, using results for evaluation and/or development, including managers' self-assessment, and the form and content of the feedback. A research agenda on 360-degree programs is charted. [ABSTRACT FROM AUTHOR]

As useful as co-worker ratings can be, all too often managers are given feedback and nothing changes. This is not surprising, since habits die hard. But, what if, to stand a better chance of having an impact, the power of co-worker ratings were boosted? This article describes several possible boosters: follow-through, using verbal descriptions along with ratings; collecting data on motivation as well as behavior; getting a historical perspective on the individual's current managerial behavior; and gathering data on the individual outside of work. A caveat: The more data that are collected and the greater the depth of these data, the greater the responsibility of those who conduct such an exercise. Feedback PLUS means commitment PLUS. This is all the more true when all the boosters are used in concert--an intervention the author and his colleagues have employed with executives. INSET: Table I: Boosters for 360-Degree Feedback.. [ABSTRACT FROM AUTHOR]

360-degree Feedback is a popular fad. It relies on instruments designed to capture information from a variety of sources in the hope that the feedback from these sources can be best applied by the individual. While the idea of collecting information from a variety of relevant sources is commendable, the overall simplicity of the information collection process limits the usefulness of the information. The authors take issue with these kinds of instruments and point out why the "feed- back" from 360-degree feedback instruments is severely limited by many factors which include: (1) the reliance on generalized traits; (2) a limited or nonexistent frame of reference for making rater/observer judgments; (3) a memory-based, often incomplete description of past performance; (4) the inability of the observer to interpret behaviors; and (5) the reliance on the instrument designer's scoring system, factor analysis, or data collection methods to interpret the information for the participant. The authors have developed instruments which differentiate between Other People's Observations (OPOs) and Other People's Expectations (OPEs). OPOs are based on context-free assumptions. In contrast, OPEs are situation-specific and provide both the rater and the recipient with an accurate frame of reference through which to better understand the implications of the expectations held. The article describes how the instruments were designed to capture critical leadership expectations and how this information can be applied. [ABSTRACT FROM AUTHOR]

Differences between the perceptions of self-raters and other observers are often found on 360-degree feedback instruments. This article reports on the nature of these self-observer differences. Specifically, self-observer discrepancies were found to be stable over time. In addition, discrepancies on skill-based multirater instruments were related to discrepancies on personality-based multirater instruments. This suggests that accuracy in self-perception is a stable individual difference. The implications for job performance and personality assessment are discussed. [ABSTRACT FROM AUTHOR]

This article focuses on how membership in a self/rater agreement group (underraters, accurate raters, overraters) is related to self-ratings and others' ratings of self-awareness and leadership effectiveness. It also examines gender differences in the likelihood of self/rater agreement and in perceived self-awareness. Finally, the article examines agreement group and gender differences in terms of two components of self-awareness: knowledge of self and willingness to improve. Contrary to common belief, our research shows that women are not more likely to underrate their own skills on measures of leadership competency, and that gender differences do exist, both in rated self-awareness and in one of its subcomponents, knowledge of self In addition, this research found underraters were rated highest in self-awareness by direct reports and highest in terms of overall leadership effectiveness. Managers who tend to overrate themselves compared to others' ratings were perceived as lowest of the three groups in both self-awareness and effectiveness. [ABSTRACT FROM AUTHOR]

A conceptual model of self-perception accuracy is developed, and its managerial and research implications for human resources management are discussed. The model is based on a series of studies designed to enhance understanding of self-other agreement and the accuracy of self-perception. Accuracy is defined as the degree of agreement between self- and other-evaluations/ratings. In this framework, "other-ratings" may be provided by subordinates, peers, superiors, or customers/clients, so that self-other agreement includes the entire 360-degree range of feedback sources available to a focal individual. The evaluations/ratings may concern any of the key areas in personnel and human resource management such as training needs assessment, performance appraisal, or leadership behaviors, The model posits enhanced individual and organizational outcomes when self-perception is accurate and diminished or mixed outcomes when self-perception is inflated or deflated, respectively. [ABSTRACT FROM AUTHOR]

This article takes an epistemological perspective on "perceptions or reality" when examining multi-rater assessment measures as means versus ends and contrasts the scientist's and practitioner's perspectives. Multiple ratings--when used to map differences as well as similarities in perceptions about common reference points--can be powerful tools for individual or organizational development applications. The application of measurement tools for development purposes is quite different from the psychometric focus of measurement, however, in the latter, measurement becomes an end in itself; in the former, it is more a means to an end. [ABSTRACT FROM AUTHOR]

The article presents an introduction to the June 1993 issue of the journal "Human Resource Management."

The article discusses the approaches to improving experiential learning in performance appraisal in the work setting. In general, experiential learning is the process by which a person's behavior changes as a result of feedback that enables the learner to inductively develop the cause-effect relationships that constitute learning. A direct approach to improving the accuracy of an archer is to make the targets easier to hit. Hence, even if no feedback is provided, it is likely that results will improve. The behaviorally anchored rating scale is a recent attempt at improving the target. Accuracy for many human activities can be improved through practice. Individual raters as well as human resource management can learn from rating inconsistencies and institute the control procedures necessary to improve the appraisal system. Such experiential learning is possible with a multiple rater consensus and can reduce the perpetuation of arbitrary single supervisor performance ratings that may be biased throughout the supervisor's worklife. The result is that appraisers learn from the experience of appraisal and hence, the performance appraisal system improves.

A "contingency approach" to organizational management requires translation of empirical generalizations into situational guidelines for performing practical administrative functions. Such a translation is offered for the task of evaluating individual performance. A contingency model is described in which the situational appropriateness of behavior-based, objective-based, and judgment-based evaluation is related to characteristics of tasks and workers. [ABSTRACT FROM AUTHOR]

Multisource assessment (MSA) is a common employee performance evaluation model in which subjective views of different groups of assessors about individuals are collected and aggregated. Since in the MSA model, uncertain and subjective assessments are usually aggregated using the Averaging method, the quality of its outputs has been questioned in many studies. Regarding the importance of the data aggregation problem and lack of a proper solution in this context, in this paper, a new model based on the Evidence Theory has been proposed to improve data aggregation process in MSA model. To determine the best implementation mode, the performance of the proposed model has been investigated in various defined conditions through a simulation study. The findings of the paper reveal that, in comparison with the traditional aggregation method, the proposed model significantly increases the accuracy of the outputs in the MSA model. [ABSTRACT FROM AUTHOR]

One of the most important part of HRD system in a business enterprise, is the Performance evaluation. Major industries in India are following 360 degree feedback technique for leadership development intervention.Performance evaluation is conducted to evaluate whether the employees of different skills and expertise deliver regulated performance at their jobs and complete the assigned task as managed by their supervisors. This paper describes about the performance appraisal techniques used in banking sector of Indian, more specifically in Delhi-NCR. More emphasis is laid on the 360 degree appraisal, and its effectiveness and effects on the private sector banks. Banking sector has been a pioneer in the overall development of Indian economy. In order to collect first hand data survey has beenconducted among 50 senior private bankers randomly from different private sector banks located in Delhi-NCR. The study found that most of the bankers expressed their interest to implement 360 degree appraisal system. They further ascertain that the 360 degree appraisal system can be successfully implemented in Indian private banking sector. [ABSTRACT FROM AUTHOR]

Effective appraisal system serves not only to determine how well an employee is working at his or her job, but also to decide on the ways to improve his/ her performance. It describes the general policies and factors for the administration of performance in an agency. An appraisal program is a combination of specific procedures, methods, and requirements for planning, monitoring and rating performance. Traditional and modern methods are applied to evaluate the performance of the employees. Some of the supreme methods in this regard are: confidential reports, graphics scale, paired comparison, free essay method, straight ranking, critical incident method, group appraisal, assessment Centre, 360-degree performance appraisal, and management by objectives and behaviorally anchored rating scales etc. Many employers value the need for a performance appraisal process for workers but some question the effectiveness of this common management tool. Employee performance appraisal is one of the most critical functions of a manager and is a basic expectation of any one in a supervisory role. For Amazon, the purpose of employee performance appraisal is to provide a systematic evaluation of the employee's contribution to the organization. The performance appraisal itself should emphasis on behaviors and outcomes as related to job responsibilities. These are factors that can be changed with effort. Effort must be made to avoid making judgments related to traits. Traits are basic elements of personality and are not easily changed through supervision. This study is an effort to study the effectiveness and Satisfaction level of Employees towards Performance Appraisal System in Amazon. Researchers have used Z-Test to analyze the data for reaching to conclusion. [ABSTRACT FROM AUTHOR]

In recent years, adaptive multi-rate (AMR) steganalysis based on pitch delay has become a hot research area for researchers. The main reason is that the steganalysis algorithm based on AMR can sensitively detect the change in the statistical characteristics of the pitch delay before and after the secret information is embedded, and achieve high accuracy. At present, many excellent AMR steganalysis algorithms based on pitch delay have been proposed. However, when these algorithms are aimed at short-term, low-embedding-rate speech samples, there is room for improvement in accuracy and performance. In this paper, a Recurrent Neural Network-Long-Short Term Memory (RNN-LSTM) is used to design a steganalysis method through multi-feature fusion based on pitch delay (MF-PD). This method extracts the pitch delay sequence in the speech information stream, mines four features that characterize the statistical feature of the intra-frame and the inter-frame, and establishes the feature matrix. Then construct the RNN-LSTM model, the dropout layer is introduced to avoid over-fitting and the model is pruned to improve the efficiency. Experimental results show that when the speech sample length is 0.1s, this method can achieve a detection accuracy of more than 87%, which is significantly higher than other steganalysis algorithms. For samples with low embedding rate, the method proposed in this paper can also achieve better performance, which satisfies the need for short time and low embedding rate sample detection. [ABSTRACT FROM AUTHOR]