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  2. 360-degree feedback - Wikipedia

    en.wikipedia.org/wiki/360-degree_feedback

    360-degree feedback (also known as multi-rater feedback, multi-source feedback, or multi-source assessment) is a process through which feedback from an employee's colleagues and associates is gathered, in addition to a self-evaluation by the employee. 360-degree feedback can include input from external sources who interact with the employee ...

  3. Performance rating (work measurement) - Wikipedia

    en.wikipedia.org/wiki/Performance_Rating_(Work...

    The purpose of performance rating is to provide systematic evaluation of the employees’ contribution to the organization. [6] Globally, the combination of indicators and performance management, combined with intensifying work, transforms the work of employees and of the managers. On the managerial level, the will of hierarchy to fulfill ...

  4. Employee surveys - Wikipedia

    en.wikipedia.org/wiki/Employee_surveys

    Employee surveys are tools used by organizational leadership to gain feedback on and measure employee engagement, employee morale, and performance.Usually answered anonymously, surveys are also used to gain a holistic picture of employees' feelings on such areas as working conditions, supervisory impact, and motivation that regular channels of communication may not.

  5. Companies love worker feedback more and more these days, but many struggle to keep up with the sheer amount of paperwork, let alone leveraging surveys into clear action items.. Some companies are ...

  6. We analyzed 2 years of performance reviews for 13,000 ... - AOL

    www.aol.com/finance/analyzed-2-years-performance...

    Feedback matters for employee retention, but not all demographic groups are equally likely to get high-quality feedback. Just as in last year’s report, women of all races and people of color of ...

  7. Performance appraisal - Wikipedia

    en.wikipedia.org/wiki/Performance_appraisal

    For example, employees of routine jobs where performance maintenance is the goal would benefit sufficiently from annual PA feedback. On the other hand, employees of more discretionary and non-routine jobs, where goal-setting is appropriate and there is room for development, would benefit from more frequent PA feedback.

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