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360 DERECE GERİ BİLDİRİM SİSTEMİNDE TOPLUMSAL KÜLTÜRÜN ÖNEMİ

Year 2008, Volume: 5 Issue: 2, 110 - 130, 01.12.2008

Abstract

360 derece geri bildirim sistemi, toplam kalite yönetimi, karar ve yönetim sürecine çalışanların daha çok katılması ve örgütlerde liberal yönetim anlayışının hakim olması gibi gelişmelerden dolayı geleneksel değerlendirme kaynaklarına alternatif bir yaklaşım olarak geliştirilmiştir. 360 derece geri bildirim, temel olarak çalışanın kendisi, üstü, astı, çalışma arkadaşı (akran, denk), müşterisi ya da tedarikçisi konumundaki farklı kaynaklardan performansı ve potansiyeli konusunda bilgi toplama anlayışını esas almaktadır. Yapılan araştırmalar, insan kaynakları uygulamalarının kültürel göreceliğe en fazla açık uygulamalar olduğunu göstermektedir. Bu çalışma, 360 derece geri bildirim sistemi sürecinde kültürün önemini, Hofstede (1980), tarafından geliştirilen toplumsal kültür modeli (güç mesafesi, belirsizlikten kaçınma, erillik-dişillik, bireyci-toplulukçuluk) esas alarak incelemeyi amaçlamaktadır. Yapılan inceleme sonucunda; bireyciliğin, yüksek güç mesafesi ve belirsizlikten kaçınmanın hakim olduğu kültürde geliştirilen 360 derece geri bildirim sisteminin farklı toplumsal kültürlerde uygulanmasının imkansız olmadığını; ancak sistemin uygulanmasında kültürel farklılıkların sistemin adaptasyonu ve uyumu açısından dikkate alınması gerektiği tespit edilmiştir

References

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  • Ashkanasy, N.M., (1997), “A Cross-national Comparison of Australian and Canadian Supervisors Attributional and Evaluative Responses to Subordinate Performance”, Australian Psychologist, Volume 32, 29– 36.
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  • U.S. Comparison”, Academy of Management Journal, Volume 38, No 2, 408-428.
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  • Ergin, C., (2002) İnsan Kaynakları Yönetimi Psikolojik Bir Yaklaşım, Ankara: Academyplus Yayınevi.
  • Eroğlu, F., (1982) “Türk Kültüründe Motivasyon”, Atatürk Üniversitesi İ.İ.B.F. Araştırma Merkezi İşletme Dergisi, Cilt 5 , Sayı 3/4, 187- 195.
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  • Farh JL, Dobbins, G.H. ve Cheng, B.S., (1991) “Cultural Relativity in Action: A Comparison of Self-Ratings Made By Chinese and U.S. Workers”, Personnel Psycholog, Volume 44, 129- 147.
  • Farh, J. L. ve Werbel, J.D., (1986) “Effects of Purpose of the Appraisal and Expectation of Validation on Self-Appraisal Leniency, Journal of Applied Psychology, Volume 71, No 3, 527-529.
  • Fikret-Pasa, S., Kabasakal, H. ve Bodur, M., (2001) “Society, Organizations, and Leadership in Turkey”, Applied Psychology: An International Review, Volume 50, No 4, 559-589.
  • Gomez-Mejia, L.R. ve Welbourne, T., (1991) “Compensation Strategies in a Global Context”, Human Resource Planning, Volume 14, No 1, 29– 41.
  • Gürbüz, S. ve Bingöl, D., (2007) “Çeşitli Örgüt Yöneticilerinin Güç Mesafesi, Belirsizlikten Kaçınma, Eril-Dişil ve Bireyci-Toplulukçu Kültür Boyutlarına Yönelik Eğilimleri Üzerine Görgül Bir Araştırma”, Savunma Bilimleri Dergisi, Volume 6 , No 2, 68-87.
  • Harzing, A.W.K., (1997) “Response Rates in International Mail Surveys: Results of A 22-Country Study”, International Business Review, Volume 6, No 4, 641-65.
  • Hofstede, G., (2001) Culture’s Consequences, 2nd Ed. Beverly Hills, CA: Sage.
  • Hofstede, G., (1980) “Motivation, Leadership and Organizations: Do American Theories Apply Abroad?”, Organizational Dynamics, Volume 9, No 1, 42-63.
  • Hofstede, G., (1984) Culture’s Consequences: International Differences in Work Related Values. (Abridged Edition), Newbury Park: Sage Publications.
  • Koçel, T., (2003) İşletme Yöneticiliği, 9. Bs., Beta Basım A.Ş, İstanbul.
  • Latham, G.P. ve Wexley, K.N., (1994) Increasing Productivity Through Performance Appraisal.Reading, MA: Addison-Wesley.
  • Lau, C.M. ve Ngo, H.Y., (2001) “Organization Development and Firm Performance: A Comparison of Multinational and Local Firms”, Journal of International Business Studies, Volume 32, No 1, 95– 114.
  • Laurent, A., (1983) “The Cultural Diversity of Western Conceptions of Management”, Organization, Volume 8, No 1/2, 75–96. Studies of Management and
  • Lawler, E., (1967) “The Multitrait-Multirater Approach to Measuring Managerial Job Performance”, Journal of Applied Psychology, Volume 51, No 5, 369–381.
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  • Love, K.G., (1981) “Comparison of Peer Assessment Methods: Reliability, Validity, Friendship Bias, and User Reaction”, Journal of Applied Psychology, Volume 66, No 4, 451–7.
  • McCarty, A.M. ve Garavan, T.N., (2001) “360 Feedback Process: Performance Improvement and Employee Career Development”, Journal of European Industrial Training, Volume 25, No 1, 5-32.
  • McEvoy, G.M., (1988) “Evaluating the Boss”, Personnel Administrator, September, 115–20.
  • Mcevoy, G.M. ve Cascio, W.F., (1990) The US and Taiwan: Two Different Cultures Look at Performance Appraisal. In Shaw, J.B., Beck, J.E., Ferris, G.R. And Rowland, K.M. (Eds) Research in Personnel and Human Resources Management, Supplement 2. Greenwich: JAI Press, 201–19.
  • McEvoy, G.M., Buller, P.F. ve Roghaar, S.R., (1988) “A Jury of One’s Peers”, Personel Administrator, May, 94–101.
  • Morden, T., (1999) “Models of National Culture-A Management Review. Cross Cultural Management”, An International Journal, Volume 16, No 1, 19-40.
  • Murphy, K.R. ve Cleveland, J.N., (1995) Understanding Performance Appraisal: Social, Organizational and Goal-Based Perspectives. Beverly Hills, CA: Sage.
  • Palmer, M. ve Winters, K., (1993) İnsan Kaynakları. Rota Yayınları. Çev:Doğan Şahiner, İstanbul.
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The Importance of Social Cultural in 360 Degree Feedback System

Year 2008, Volume: 5 Issue: 2, 110 - 130, 01.12.2008

Abstract

360 degree feedback system is introduced as an alternative for traditional appraisals due to total quality management, participation in decision making and management, and liberal management which are commonplace in organizations. 360 degree feedback basically incorporates of gathering information from one’s self, peer, subordinate, supervisor, and customer about his or her performance and potential. Studies suggest that human resource practices are the most vulnerable to cultural relativity. This study examines importance of culture in 360 degree feedback system process by using cultural model (power distance, uncertainty avoidance, masculinity-femininity and individualism-collectivism) which developed by Hofstede (1980). The result of the study points out that implementation of 360 degree feedback system which developed for individualistic, high power distance and uncertainty avoidance cultures is not impossible for different cultures however, cultural differentiation should be taken into consideration in terms of adaptation and the compatibility of the system

References

  • Andersen, A., (2000); 2001’e Doğru İnsan Kaynakları Araştırması, İstanbul, Sabah Yayınları.
  • Abraham, R., (1998) “Instrumental Values: A Five-Nation Comparative Study”, Cross Cultural Management; Volume 5, No 12, 5-22.
  • Adler, N. J., (1991) International Dimensions of Organizational Behavior. Pws- Kent Publishing Company, Boston.
  • Aiken, M., Bacharach, S.B., ve French, J.L., (1980) “Organizational Structure, Work Process, and Proposal Making in Administrative Bureaucracies”, Academy of Management Journal; Volume 23, No 4, 631-651.
  • Ashkanasy, N.M., (1997), “A Cross-national Comparison of Australian and Canadian Supervisors Attributional and Evaluative Responses to Subordinate Performance”, Australian Psychologist, Volume 32, 29– 36.
  • Atwater, L.E. ve Waldman, D., (1998) “Accountability in 360 Degree Feedback”, HR Magazine, Volume 43, No 13, 96-104.
  • Aycan, Z., (2000) “Toplumsal Kültürün Kurumsal Kültür ve İnsan Kaynakları Uygulamaları Üzerine Etkileri”, Z. Aycan (Ed.). Türkiye’de Yönetim, Liderlik ve İnsan Kaynakları Uygulamaları, Türk Psikologlar Derneği Yayınları, No 21, 25-53.
  • Basım, N., (2000) “Belirsizlikten Kaçınma ve Güç Mesafesi Kültürel Boyutları Bağlamında Asker Yöneticiler Üzerine Görgül Bir Araştırma”, KHO Bilim Dergisi, Cilt 10 , Sayı 2, 33-53.
  • Bernardin, H.J. ve Beatty, R.W., (1984) Performance Appraisal: Assessing Human Behavior at Work, Boston, MA: Kent.
  • Bernardin, H.J., Dahmus, S.A. ve Redmon, G., (1993) “Attitudes of First- Line Supervisors Toward Subordinate Appraisals”, Human Resource Management, Volume 32, No 2, 315–324.
  • Bingöl, D., (2003) İnsan Kaynakları Yönetimi, Beta Yayınları, 5. Baskı.
  • Bodur, M. ve Kabasakal H., (2002) “Türkiye Arap Kümesinde Kurumsal Kültür: Globe Araştırması”, Başkent Üniversitesi Yönetim Araştırmaları Dergisi, Cilt 2, Sayı 1, 5-22.
  • Bond, M.H. ve Hwang, K.K., (1986) The Social Psychology of the Chinese People. In Bond, M.H. ,Ed., The Psychology of the Chinese People. Hong Kong: Oxford University Press.
  • Bond, M.H. ve Smith, P.B., (1996) “Cross-Cultural Social and Organizational Psychology”, Annual Review of Psychology, Volume 47, 205–35.
  • Bourgeois, L.J., ve Boltvinik, M., (1981) “OD in Cross-Cultural Settings: Latin America”, California Management Review, Volume 23, No 3, 75–81.
  • Bracken, D.W., (1994) “Straight Talk About Multirater Feedback”, Training and Development, Volume 48, No 9, 44–51.
  • Cardy, R.L. ve Dobbins, G.H., (1994) Performance Appraisal: Alternativeperspective. Cincinnati, OH: South-Western
  • Carroll, S.J. ve Schneier, C.E., (1982), Performance Appraisal and Review Systems: The Identification, Measurement and Development of Performance in Organizations, Glenview II. Scott, Foresman And Company.
  • Chen, C.C., (1995) “New Trends in Allocation Preferences: A Sino
  • U.S. Comparison”, Academy of Management Journal, Volume 38, No 2, 408-428.
  • Chow, I.H.S., (1994) “An Opinion Survey of Performance Appraisal Practices in Hong Kong and the People Republic’s of China”, Asia Pacific. Journal of Human Resources, Volume 32, No 3, 67–79.
  • Deleon, L. ve Ewen, A.J., (1997) “Multi-Source Performance Appraisals”, Review of Public Personnel Administration, Winter, 22–36.
  • Denisi, A.S. ve Pritchard, R.D., (2006) “Improving Individual Performance: A Motivational Framework”, Management and Organization Review, Volume 2, No 2, 253- 277
  • Dornbusch, S.M. ve Scott, W.R., (1975) Evaluation and the Exercise of Authority. San Francisco: Jossey-Bass.
  • Edwards, M.R., (1983) “Productivity Improvement Through Innovations in Performance Appraisal”, Public Personnel Management, Volume 12, No 1, 13–24.
  • Edwards, M.R. ve Ewen, A.J., (1996) 360-Degree Feedback: The Powerful New Model For Employee Assessment and Performance Improvement. New York: AMACOM.
  • Entrekin, L. ve Chung, Y.W., (2001) “Attitudes Towards Different Sources of Executive Appraisal: A Comparison of Hong Kong Chinese and American Managers in Hong Kong”, International Journal of Human Resource Management, Volume 2, No 6, 965–87.
  • Ergin, C., (2002) İnsan Kaynakları Yönetimi Psikolojik Bir Yaklaşım, Ankara: Academyplus Yayınevi.
  • Eroğlu, F., (1982) “Türk Kültüründe Motivasyon”, Atatürk Üniversitesi İ.İ.B.F. Araştırma Merkezi İşletme Dergisi, Cilt 5 , Sayı 3/4, 187- 195.
  • Ertekin, Y., (1978) Örgüt İklimi, TODAİE, Ankara.
  • Farh JL, Dobbins, G.H. ve Cheng, B.S., (1991) “Cultural Relativity in Action: A Comparison of Self-Ratings Made By Chinese and U.S. Workers”, Personnel Psycholog, Volume 44, 129- 147.
  • Farh, J. L. ve Werbel, J.D., (1986) “Effects of Purpose of the Appraisal and Expectation of Validation on Self-Appraisal Leniency, Journal of Applied Psychology, Volume 71, No 3, 527-529.
  • Fikret-Pasa, S., Kabasakal, H. ve Bodur, M., (2001) “Society, Organizations, and Leadership in Turkey”, Applied Psychology: An International Review, Volume 50, No 4, 559-589.
  • Gomez-Mejia, L.R. ve Welbourne, T., (1991) “Compensation Strategies in a Global Context”, Human Resource Planning, Volume 14, No 1, 29– 41.
  • Gürbüz, S. ve Bingöl, D., (2007) “Çeşitli Örgüt Yöneticilerinin Güç Mesafesi, Belirsizlikten Kaçınma, Eril-Dişil ve Bireyci-Toplulukçu Kültür Boyutlarına Yönelik Eğilimleri Üzerine Görgül Bir Araştırma”, Savunma Bilimleri Dergisi, Volume 6 , No 2, 68-87.
  • Harzing, A.W.K., (1997) “Response Rates in International Mail Surveys: Results of A 22-Country Study”, International Business Review, Volume 6, No 4, 641-65.
  • Hofstede, G., (2001) Culture’s Consequences, 2nd Ed. Beverly Hills, CA: Sage.
  • Hofstede, G., (1980) “Motivation, Leadership and Organizations: Do American Theories Apply Abroad?”, Organizational Dynamics, Volume 9, No 1, 42-63.
  • Hofstede, G., (1984) Culture’s Consequences: International Differences in Work Related Values. (Abridged Edition), Newbury Park: Sage Publications.
  • Koçel, T., (2003) İşletme Yöneticiliği, 9. Bs., Beta Basım A.Ş, İstanbul.
  • Latham, G.P. ve Wexley, K.N., (1994) Increasing Productivity Through Performance Appraisal.Reading, MA: Addison-Wesley.
  • Lau, C.M. ve Ngo, H.Y., (2001) “Organization Development and Firm Performance: A Comparison of Multinational and Local Firms”, Journal of International Business Studies, Volume 32, No 1, 95– 114.
  • Laurent, A., (1983) “The Cultural Diversity of Western Conceptions of Management”, Organization, Volume 8, No 1/2, 75–96. Studies of Management and
  • Lawler, E., (1967) “The Multitrait-Multirater Approach to Measuring Managerial Job Performance”, Journal of Applied Psychology, Volume 51, No 5, 369–381.
  • Linman, T. 360-Degree Feedback: Weighing the Pros and Cons. Çevrimiçi Http://Edweb.Sdsu.Edu/People/Arossett/Pie/Interventions/360_1.Ht m , 1 Ocak 2008.
  • London, M. ve Smither, J.W., (1995) “Can Multisource Feedback Change Perceptions of Goal Accomplishment, Self-Evaluations, and Performance-Related Outcomes? Theory-Based Applications And Direction For Research”, Personnel Psychology, Volume 48, No 4, 803-839.
  • Love, K.G., (1981) “Comparison of Peer Assessment Methods: Reliability, Validity, Friendship Bias, and User Reaction”, Journal of Applied Psychology, Volume 66, No 4, 451–7.
  • McCarty, A.M. ve Garavan, T.N., (2001) “360 Feedback Process: Performance Improvement and Employee Career Development”, Journal of European Industrial Training, Volume 25, No 1, 5-32.
  • McEvoy, G.M., (1988) “Evaluating the Boss”, Personnel Administrator, September, 115–20.
  • Mcevoy, G.M. ve Cascio, W.F., (1990) The US and Taiwan: Two Different Cultures Look at Performance Appraisal. In Shaw, J.B., Beck, J.E., Ferris, G.R. And Rowland, K.M. (Eds) Research in Personnel and Human Resources Management, Supplement 2. Greenwich: JAI Press, 201–19.
  • McEvoy, G.M., Buller, P.F. ve Roghaar, S.R., (1988) “A Jury of One’s Peers”, Personel Administrator, May, 94–101.
  • Morden, T., (1999) “Models of National Culture-A Management Review. Cross Cultural Management”, An International Journal, Volume 16, No 1, 19-40.
  • Murphy, K.R. ve Cleveland, J.N., (1995) Understanding Performance Appraisal: Social, Organizational and Goal-Based Perspectives. Beverly Hills, CA: Sage.
  • Palmer, M. ve Winters, K., (1993) İnsan Kaynakları. Rota Yayınları. Çev:Doğan Şahiner, İstanbul.
  • Ramamoorthy, N. ve Carroll, S.J., (1998) “Individualism/Collectivism Orientation and Reactions Toward Alternative Human Resourse Management Practices”, Human Relations, Volume 51, No 5, 571- 588.
  • Roberts, G.E., (1992) “Linkages Between Performance Appraisal System Effectiveness and Rater and Ratee Acceptance”, Review of Public Personnel Administration; Volume 12, No 3; 19–41.
  • Rodrigues, C.A. (1998) “Cultural Classifications of Societies and How They Affect Cross-Cultural Management”, Cross Cultural Management: An International Journal; Volume 5, No 3, 31-41.
  • Ronen, S., (1986) Comparative and Multinational Management, John Wiley And Sons, New York.
  • Sargut, A.S., (2001) Kültürler Arası Farklılaşma ve Yönetim, Gen. 2.Baskı, İmge Kitapevi, Ankara.
  • Schneider, S.C., (1988) “National Versus Corporate Culture: Implications For Human Resource Management, Human Resource Management, Volume 27, No 2, 231–46.
  • Shipper, F.M., Hoffman, R.C. ve Rotondo, D., (2007) “Does the 360 Feedback. Process Create Actionable Knowledge Equally Across Cultures, The Academy of Management Journal, Volume 6, No 1, 33-50.
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There are 75 citations in total.

Details

Other ID JA78BA47RN
Journal Section Research Article
Authors

Sait Gürbüz

İbrahim Sani Mert

Publication Date December 1, 2008
Published in Issue Year 2008 Volume: 5 Issue: 2

Cite

APA Gürbüz, S., & Mert, İ. S. (2008). 360 DERECE GERİ BİLDİRİM SİSTEMİNDE TOPLUMSAL KÜLTÜRÜN ÖNEMİ. Çağ Üniversitesi Sosyal Bilimler Dergisi, 5(2), 110-130.