查詢結果分析
來源資料
頁籤選單縮合
題 名 | 三百六十度評量的理論與實務=The Theories and Practices of 360-Degree Feedback |
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作 者 | 林文政; | 書刊名 | 中小企業發展季刊 |
卷 期 | 4 2007.06[民96.06] |
頁 次 | 頁115-128 |
分類號 | 494.01 |
關鍵詞 | 三百六十度評量; 三百六十度回饋; 多源回饋; 360-degree feedback; Multi-source feedback; |
語 文 | 中文(Chinese) |
中文摘要 | 三百六十度評量是針對個人或團體所進行的一種系統性蒐集績效和給予回饋的多源回饋技術,三百六十度評量通常是由一些熟悉他們主管的一些評量者,透過填答主管的績效問卷來完成。然後再將這些結果回饋受評的主管,以提供他們接受不同來源所給的績效回饋,並依此發展他們的績效發展計畫。三百六十度評量能發揮其功效,主要源自於以下兩個基本假設:藉由自他評之間的不一致,強化受評者的自我覺察能力,以及受評者績效好壞,將會受自我覺察能力強弱的影響。 |
英文摘要 | 360° feedback is the systematic collection and feedback of performance data on an individual or group, derived from a number of the stakeholders in their performance. Assessment through 360° feedback is normally via a questionnaire completed by a "stakeholder" in the individual 's performance: those who work closely enough with the manager to respond to questions about their behaviour and its impact. The data is then fed back to the participant, in a way that is intended to result in acceptance of the information and the formulation of a development plan. 360° feedback is the relationship with self-awareness and the commitment to change through a development plan that is fundamental to the 360° feedback process. This assertion rests on two main assumptions: a realisation of the difference between how we see ourselves and how others see us leads to greater self-awareness, and second, that self-awareness is vital for improving performance as a manager and leader, and should be seen as a "foundation block" for management development programmes. |
本系統中英文摘要資訊取自各篇刊載內容。