Does the 360 Feedback Process Create Actionable Knowledge Equally Across Cultures?

What is it about?

Essential to an organization’s capacity for sustainable growth is the ability of its managers to learn better skills that improve performance. Millions of dollars are spent each year on development initiatives that often fail to transfer into performance gains, primarily due to insufficient support given to the learning transfer process. One initiative used by companies to develop managerial skills is the 360 feedback process. This process has been recognized by some for its value because of its inherent ability to reinforce learning and create actionable knowledge. Some companies have gone so far as to assume that the 360 feedback process will apply equally across cultures. Given that different cultures hold different values, the assumption needs to be examined. The question of cultural relevance for the 360 feedback process was examined across five countries in this study. The results provide support for the overall effectiveness of the 360 process across the combined sample. Comparisons among the five countries, however, revealed important differences. The results were examined based on Hofstede’s four work-related values. The 360 feedback process was found to be most effective in cultures with low power distance and individualistic values. The implications for both practice and research are discussed.

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Why is it important?

Examines cultural differences in the use of a 360 performance feedback a widely used performance appraisal system among corporations.