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The "new" performance management paradigm: capitalizing on the unrealized potential of 360 degree feedback

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2005DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META‐ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS599 cited
1996Designing an effective 360-degree appraisal feedback process203 cited
2000Abolishing Performance Appraisals: Why They Backfire and What to Do Instead183 cited
1997Advancing the State of the Art of 360-Degree Feedback156 cited
1997Accountability129 cited
2001360 Feedback from Another Angle89 cited
2011When Does 360-Degree Feedback Create Behavior Change? And How Would We Know It When It Does?86 cited
1998Maximizing the Value of 360-degree Feedback: A Process for Successful Individual and Organizational Development81 cited
2012Evidence-based answers to 15 questions about leveraging 360-degree feedback.78 cited
2005The new workforce: five sweeping trends that will shape your company's future37 cited
2001History and development of multisource feedback as a methodology32 cited

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2015How are top companies designing and managing their high-potential programs? A follow-up talent management benchmark study.108 cited
2013How are top companies assessing their high-potentials and senior executives? A talent management benchmark study.92 cited
2021Is there potential in assessing for high-potential? Evaluating the relationships between performance ratings, leadership assessment data, designated high-potential status and promotion outcomes in a global organization

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48 cited

2021Cohort‐based leadership development for high‐potential employees: A model for programmatic design16 cited

2017All that glitters is not gold13 cited

2015Going Beyond the Fix: Taking Performance Management to the Next Level10 cited

2019Delivering 360-Degree Feedback6 cited

2023Covid-19 Pandemi Sürecinde Sağlık Çalışanlarının Performans Değerleme Sistemine İlişkin Görüşlerinin Değerlendirilmesi (Evaluation of the Opinions of Health Care Professionals on the Performance Evaluation System during the Covid-19 Pandemic Process)1 cited