Chapter 33: 360-Degree and Multi-Rater Feedback

The earliest roots of 360-degree and multi-rater feedback can be seen in Scientific Management of the early 1900s, with feedback given to workers on their performance (Bracken et al., 2016). The rise of employee surveys led to increased interest in multiple stakeholder opinions related to organizational matters and employees (Fleenor & Prince, 1997). This ultimately led to work from consultancies in the 1980s touting the value of multi-rater feedback, with the American firm, Teams Inc., first using and trademarking the term “360-degree feedback” in 1985 (Jansen & Vloeberghs, 1999). This early work focused on managers as part of leadership development, goal-setting, and assessment (Bernardin & Beatty, 1987). Feedback from multiple stakeholders, including subordinates, peers, internal and external people, customers, the self, and one’s superior, was important (Atwater & Waldman, 1998). Edwards and Ewen’s (1996) book, 360° Feedback: The Powerful New Model for Employee Assessment & Performance Improvement, offered the first significant summary of 360-degree feedback practice and theory in the literature base.