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A Reform Measure of Procesures and Models of 360-degree Assessment System for the Central Government Organizations

  • Korean Society and Public Administration
  • Abbr : KSPA
  • 2004, 15(3), pp.-
  • Publisher : Seoul Association For Public Administration
  • Research Area : Social Science > Public Administration

CHO, KYUNG HO 1 Chunoh Park 2

1국민대학교
2명지대학교

Accredited

ABSTRACT

With the increased focus on teamwork, employment development, and innovation in the public personnel management, the emphasis has shifted to employee feedback from the full circle of sources of evaluation. This multiple-input approach to performance feedback becomes very popular in many Korean public organizations. This paper discusses the contributions and drawbacks of "360-degree assessment" or "multirater feedback" systems of Korean central government organizations. In spite of the benefits of 360-degree assessment, it is not a panacea since it has various potential risks(e.g., ineffective program administration, hierarchical organizational structures, and cronyism). This paper suggests that the risks are further reduced if 360-degree assessment is properly designed and implemented from the start. People in the government perceives the multirating system's limits would be minimal with proper management, and design from the first stage of development. They also perceive that the effectiveness of superior-only feedback has been continuously reduced and the alternative system should be invented to increase the credibility and acceptability of assessment results. This paper proposed the job-based 360-degree assessment and group-based system as alternatives to the pure individual assessment system.

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