Evidence-based, best practices for rolling out effective and sustainable 360-degree feedback programs

by Conroy, Patrick R., D.Ed., CAPELLA UNIVERSITY, 2016, 215 pages; 10154278


Despite considerable research on the process of change management, the introduction of several change models, and the extensive literature on 360-degree feedback models and best practices, a lack of evidence-based literature exists that specifically examines critical success/failure factors for the implementation and sustainment of effective 360-degree programs. Without this set of guiding critical factors, 360-degree program success is often compromised, thereby creating disappointment and reducing organizational productivity. The purpose of this basic qualitative research was to identify some of the factors that fostered or impeded Performance Improvement (PI) practitioners’ rollout of an effective, sustainable 360-feedback process. Specifically, this study collected data from one-to-one interviews with 10 practitioners who experienced the effective implementation and sustainment of a 360-degree feedback process in their organizations. Through interpretation of participant experiences, intuitions, opinions, thoughts, and viewpoints, this study also identified some of the critical factors that fostered or impeded the rollout of an effective, sustainable 360-degree feedback process sought in the context of the lived experiences of PI practitioners. Data analysis revealed 64 critical environmental support and personal factors (i.e., best practices) that have fostered or impeded the PI practitioners’ rollout of an effective, sustained 360-degree feedback process. The results of this study may (a) reduce the risks associated with change implementation, (b) prevent implementation failure, (c) prevent employee disengagement with the 360-degree process, (d) increase the credibility of organizational leadership and its feasibility to improve organizational results, (e) prevent reduction in shareholder value, and (f) present those PI practitioners with competencies which represent superior job performance in rolling out 360-degree feedback risk reduction strategies and other, complementary organizational change efforts.

AdviserKeith Johansen
Source TypeDissertation
SubjectsManagement; Occupational psychology; Organizational behavior
Publication Number10154278

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