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　　Typically, perfomance appraisal has been limited to a feedback process between employees and supervisors. However, with the increased focus on teamwork, employee development and customer service, the emphasis has shifted to employee feedback from the full circle of sources. This multiple -input approach to performance feedback is`sometimes called 360-degree assessment to connote that full circle.

　　There are no prohibition in law or regulation against using a variety of rating sources. in addition to the employee's supervisor, for assessing performance. Research has shown, assessment approaches with multiple rating sources provide more accurate, reliable and credible information. For this reason, the US Office of Personnel Management supports the use of multiple rating sources as an effective method of assessing performance for formal appraisal and other evaluative and developmental purposes. The 360-degree feedback process has become persuasive in management and human resource development practices. Reported statistics on the 360-degree use suggest that it has gone from almost unheard of in 1980s to widespread use in 2000.

　　譯文：

　　通常，績效考核僅僅限于主管和員工之間的雙向考核。然而隨著企業(yè)對于團(tuán)隊合作，員工開發(fā)與客戶服務(wù)的重視，員工考核的重心已經(jīng)轉(zhuǎn)向全方位的反饋與評價。這種多元反饋評價也被稱為360度全方位評價。

　　法律與法規(guī)并沒有禁止多元考核。研究表明全方位考核的信息更加準(zhǔn)確、可靠。因此美國人事管理局將這樣的考核方式列為他們的目標(biāo)。目前全方位考核已經(jīng)在企業(yè)的人事制度中被廣泛應(yīng)用，數(shù)據(jù)表明正是在2000起，它被廣為接受。

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