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360-Grad-Feedback

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Feedbackinstrumente im Unternehmen

Zusammenfassung

360-Grad-Feedbacks werden in Organisationen überwiegend zur Entwicklung und mitunter auch zur Leistungsbeurteilung von Führungskräften eingesetzt. Über die klassische Beurteilerperspektive der Vorgesetzten hinaus werden vor allem Mitarbeiter sowie Kollegen einer Fokusperson zur Einschätzung wichtiger Kompetenzen hinzugezogen. Dieser Beitrag stellt die zentralen Bestimmungselemente von 360-Grad-Feedbacks vor und diskutiert die mit den Prozessen verknüpften Funktionsideen. Ausführlich wird danach auf verschiedene Konstellationen von Feedbackergebnissen und ihre Bedeutsamkeit für die Entwicklung von Kompetenzen eingegangen. Abschließend werden die in der organisationspsychologischen Forschung vorliegenden Befunde zur Wirksamkeit von 360-Grad-Feedbacks diskutiert und Kriterien erfolgreicher Feedbackprozesse im Sinne eines Best Practice erörtert.

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Authors and Affiliations

  1. Helmut-Schmidt-Universität/Universität der Bundeswehr Hamburg, Hamburg, Deutschland

    Martin Scherm

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  1. Martin Scherm
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  2. Sven Kaufel
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Correspondence to Martin Scherm .

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Editors and Affiliations

  1. Lehrstuhl für Arbeits- und Organisationspsychologie, Universität Mannheim, Mannheim, Germany

    Ingela Jöns

  2. Emeritus Lehrstuhl Psychologie I, Universität Mannheim, Mannheim, Germany

    Walter Bungard

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Scherm, M., Kaufel, S. (2018). 360-Grad-Feedback. In: Jöns, I., Bungard, W. (eds) Feedbackinstrumente im Unternehmen. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-20759-5_6

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  • DOI: https://doi.org/10.1007/978-3-658-20759-5_6

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