360度反馈的优化:管理人员评估与企业生命周期的结合  

The Optimization of 360-degree Feedback:the Combination of Management and Enterprise Life Cycle Assessment

作　　者：刘桂莉[1] 童晓哲[1] 

机构地区：[1]南昌大学公共管理学院,南昌330031

出　　处：《潍坊教育学院学报》2011年第2期42-44,90,共4页Journal of Weifang Educational College

摘　　要：360度反馈得到国内外企业的共同青睐,成为诸多企业绩效评估中的首选工具。为了使360度反馈更有效、更公平地进行,本文将评估对象界定为管理人员,从三个方面进行了探讨:与评估者进行有效的培训与沟通;对不同的评估主体制定不同的考核重点;合理安排各阶段评估人员及其权重。Domestic and foreign enterprises like to use 360 degree feedback. There is no doubt that a lot of corporates choose it to assess performance because of its advantages.Only combining companies＇strategy at different stages and the assessment of the management prefectly,can it improve their work ability, behavior and performance,and ultimantely promote development of enterprises. This paper re-defined 360-degree feedback assessment as the management object.To enable 360-degree feedback more effective and more fair,this article will discusses from three aspects： training and communicate with those who take part in assessment,different assessment subjects with different examination,reasonable arrangement of staff of different stages.

关 键 词：360度反馈 评估主体 管理者 

分 类 号：F270[经济管理—企业管理]