360 degree performance appraisal has gained its popularity by the beginning of 1990s. While organizations welcomed the new application with a great excitement and aspiration, academicians merely proposed studies where they tried to explore the pros and cons of the method (Uyargil et al, 2008). "With flattened structures and the need to respond quickly to customer demand, 360-degree feedback ("360 feedback") was introduced to equip employees with the information needed to deal with change and to leverage individual talent to meet organizational goals" (Rogers et al, 2002). Despite the enthusiasm and interest towards the method its efficiency is not yet proved to be satisfying (Uyargil et al, 2008). This case study is prepared to reflect the real life experience of Gerlisberg Turkey's 360 Degree Method Application.
This case depicts the 360 Degree Feedback Method application of a multinational via focusing on its Turkey operations. It touches upon the distributive leadership practices of this multinational. A brief description of both concepts -360 Degree and Distributive Leadership- is provided to the reader. In order to let them make a thorough analysis of the application both the negative and the positive sides are given. The main issues a multinational should consider when applying certain HRM practices are also pointed out in the case.
Aim of this case is to let the readers replace Mr. Uğur to analyze the situation with all its aspects and determine the antecedents and consequences of this application in order to suggest future improvements. The other objective is to provide readers with the chance of familiarity in 360 Degree Feedback Method and Distributive Leadership.
Author: Şebnem Penbek, Ela Burcu Uçel
Institution: Izmir University of Economics
Discipline: Human Resource Management, Leadership, and Organizational Behavior
Number of pages: 10
Language: English
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