360-Degree Feedback & Organisational Culture (Issues in People M

IPD research into performance management 1998 indicates that there has been a significant shift in the last 10 years from a mechanistic, output-driven system with emphasis on performance against objectives and PRP towards a more supportive process that also values continuous development and self-development. This research identified 360-degree feedback as a powerful and increasingly important tool for the management of performance. It was also apparent that cultural factors largely determined whether or not individuals felt comfortable with such a process, and that feedback itself is a major influence on culture. It was against this background that the IPD commissioned Roehampton Institute London, an institute of the University of Surrey, to explore the relationship between organisational culture and the use of 360-degree feedback within the process. This research forms the fifth part of a five-part collaborative research programme, The Feedback Project, between Roehampton Institute London, the IPD South West London branch, and SHL. The overall project is looking at the roll of feedback in organisations, and the other four sub-projects are exploring: the relationship between personality and receptiveness/responsiveness to feedback the measurement of behaviour change after feedback the skills and processes of feedback the communication of feedback: computer versus face-w-face.