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	360-Degree Feedback	Assessment Center Method
Odbor	Organizačné správanie	Organizačné správanie
Rodina	Process / pipeline	Process / pipeline
Rok vzniku	1995	1982
Tvorca	Manuel London & James Smither; Richard Lepsinger & Anntoinette Lucia	George C. Thornton III & William C. Byham
Typ	Multisource performance-feedback measurement and development process	Behavioral selection and development assessment procedure
Pôvodný zdroj	Lepsinger, R., & Lucia, A. D. (1997). The Art and Science of 360 Degree Feedback. Pfeiffer. ISBN: 9780787909581	Thornton, G. C., III, & Byham, W. C. (1982). Assessment Centers and Managerial Performance. Academic Press. ISBN: 9780126906202
Ďalšie názvy	Multisource Feedback, MSF, Multi-Rater Feedback, 360 Feedback	Assessment Centers, AC Method, Development Center, Multiple-Exercise Assessment
Príbuzné	3	3
Zhrnutie	360-degree feedback, also called multisource feedback, gathers ratings of a focal person's work behavior from the full circle of people around them, self, supervisor, peers, and direct reports, and sometimes customers, rather than from a single boss. The aim is to give a more complete, less biased picture of performance and, especially, to prompt self-awareness and development by revealing how different observers see the same person. Manuel London and James Smither's 1995 article gave the practice a theoretical foundation, explaining when and why multisource feedback might change self-evaluations, goals, and behavior. Richard Lepsinger and Anntoinette Lucia's 1997 practitioner book laid out how to design and implement sound 360 systems. Conway and Huffcutt's 1997 meta-analysis documented the psychometric reality that different sources agree only modestly, which is precisely what makes multiple perspectives informative. 360-degree feedback became one of the most widely adopted leadership-development tools in organizations.	The assessment center method evaluates people, most often candidates for managerial roles, by observing their behavior across multiple job-relevant simulations and pooling the judgments of several trained assessors. It is a method, not a place: a standardized procedure in which candidates work through exercises such as in-baskets, role-plays, leaderless group discussions, and case analyses while assessors rate defined behavioral dimensions. George Thornton and William Byham's 1982 book consolidated the approach and its evidence, establishing assessment centers as a rigorous, behavior-based alternative to interviews and paper tests for selection and development. The method's logic is to sample behavior directly under realistic conditions and to triangulate across exercises and raters to reach defensible judgments. Arthur, Day, McNelly, and Edens's 2003 meta-analysis quantified the criterion-related validity of the underlying dimensions, sharpening understanding of what assessment centers actually measure. Professional guidelines from the International Task Force on Assessment Center Guidelines govern sound practice.