Section Fourchallenges to the confidentiality and privacy of the system.
When used for appraisal purposes, there is much room for
mischief and self-serving behaviors because anonymous
evaluators could intentionally evaluate a manager lower than
he or she should be in order to increase their own chances for
a promotion. In addition, there is greater likelihood that rating
biases will influence evaluations because so many evaluators
are involved and there is less assurance that all have been
adequately trained to provide valid evaluations. In order to
prevent this source of inaccuracy, organizations should train
their raters before implementing 360-degree feedback
systems.^13
While there are problems with 360-degree feedback
systems, just as with other evaluation systems, the approach
has substantial potential to resolve many of the problems of
more traditional approaches to developmental feedback and
performance appraisal. In addition, some of its limitations as a
performance appraisal approach also may be overcome.