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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.

360-degree feedback (Rating of employees) --- Employees --- Rating of. --- Feedback Feedback --- Stratégies (management) Strategieën (management) --- Changement Verandering --- Appréciation des prestations du personnel Prestatiebeoordeling --- 360 degrés 360 graden --- Efficiency rating --- Employee appraisal --- Employee rating --- Employees, Rating of --- Performance appraisal of employees --- Performance evaluation of employees --- Performance rating (of employees) --- Personnel evaluation --- Rating of employees --- Service rating --- 360-degree assessment (Rating of employees) --- Feedback, 360-degree (Rating of employees) --- Multi-rater feedback (Rating of employees) --- Multi-source feedback (Rating of employees) --- Three hundred sixty degree feedback (Rating of employees) --- Upward feedback (Rating of employees) --- Peer review --- Rating of