La Evaluación Multifuente Feedback 360º

• Autores: Stéphane Brutus, Mikel Gorriti Bontigui
• Localización: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology, ISSN 1576-5962, Vol. 21, Nº 3, 2005, págs. 235-252
• Idioma: español
• Títulos paralelos:
  • Multi-Source Evaluation Feedback 360º
• Enlaces
  • Texto completo (pdf)
• Dialnet Métricas: 3 Citas
• Resumen
  • español

    Así como la naturaleza e índole de los trabajos varían, también lo hacen las herramientas de evaluación de desempeño. Existen numerosas razones que explican esta evolución y, entre ellas, las más importantes son la complejidad creciente de las tareas exigidas por los puestos de trabajo y la frecuencia y rapidez con las que los cambios se imponen en el entorno laboral (London y Tornow, 1998). Como consecuencia de todo ello, también los planteamientos y herramientas de evaluación de desempeño, dedicadas a medir los comportamientos de los individuos en su situación laboral, han debido adaptarse a esta nueva realidad. En este contexto se inscriben los procesos de evaluación "multi-fuente" (también conocidos como evaluación de 3600), una herramienta de gestión que ha tenido considerable desarrollo en poco más de una década.

    El articulo propone un análisis crítico de la evaluación "multi-fuente", sustentada en una revisión de la literatura disponible al día de hoy. Este análisis se conforma con un sumario del contexto histórico, seguido de una definición del sistema. A continuación, se estudian las cualidades psicométricas de este tipo de evaluación y su impacto sobre la persona evaluada y sobre la organización en general. Finalmente, se analizan posibles investigaciones futuras y los interrogantes que quedan por resolver.

  • English

    As the nature of work in organizations evolves and changes so does the tools needed to evaluate it. Various reasons explain the changes at work but the most important ones pertain to the increasing complexity and the speed and frequency at which changes occur(London & Tornow, 1998). As a result, performance appraisal practices, that aim to capture the behavior of individuals within work, have had to adapt to this new reality. It is within this context that emerged multi-source feedback processes (also known as 360-degree feed-back); a management tool that has gained much popularity in the past decade.This article proposes a critical analysis of multi-source feedback based on a review ofthe literature available on the topic to date. This analysis begins with a summary of the historical context, followed by a definition of the process. Then, an analysis of the psychometric properties of multisource feedback and its impact on the individual being evaluatedand on the organization as a whole is proposed. Finally, different areas where research isneeded and their underlying questions are discussed.

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