By comparing one's perception with those of one's supervisor, peers and team members, Performance View 360 provides an objective 360 degree feedback summary of your employees' strengths and areas of development along fourteen critical competencies required for competitive performance in three areas:
Agatha Gilmore
(2008).
Lifestyle Learning: Improve the Bottom Line with Behavioral Education.
Chief Learning Officer,
pp. 22-27, Interview with Chief Research Officer Kenneth Nowack, Ph.D..
File
Nowack, K.
(2007).
Best Practices in Utilizing 360 Degree Feedback.
Unpublished manuscript.
File
Nowack, K.
(2007).
It's Not How Smart You Are But How You Are Smart.
Talent Management,
3 (10) p. 10.
URL
Nowack, K.
(2007).
Strategic Talent Management Through Career Paths.
Talent Management Magazine,
Volume 3 (4), p. 16.
URL
Nowack, K.
(2007).
Why 360-Degree Feedback Doesn't Work.
Talent Management,
3 (8), p. 12.
URL
Nowack, K. M.
(2007).
Predicting the Future Success of Talent.
Talent Management,
3 (2), p. 14.
URL
Nowack. K.
(2007).
Using Assessments in Talent Coaching.
Talent Management,
Volume 3, 12, p.16.
URL
Nowack, K.
(2006).
Gender Differences in Leadership Practices.
Unpublished manuscript.
File
Nowack, K.
(2006).
La movilidad laboral, un rasgo de la sociedad actual.
El Global,
Los tiempos cambian y con ellos evoluciona la sociedad. Si hace años primaba la estabilidad en el puesto de trabajo, ahora la tendencia apunta a la sustitución de la estabilidad laboral por la seguridad en la contratación. Ésa es la idea principal en torno a la que ha girado la conferencia "Inteligencia emocional y estrés en la vida laboral y personal" impartida por el asesor de recursos humanos Kenneth Nowack.
File
Nowack, K.
(2005).
Leadership, Emotional Intelligence and Employee Engagement: Creating a Psychologically Healthy Workplace.
Unpublished manuscript.
File
Nowack, K.
(2005).
Longitudinal evaluation of a 360 degree feedback program: Implications for best practices.
Paper presented at the 20th Annual Conference of the Society for Industrial and Organizational Psychology, Los Angeles, March 2005.
File
Nowack, K.
(2003).
Executive Coaching: Fad or Future?.
California Psychologist,
Vol. XXXVI, No. 4, 16-17.
File
Nowack, K.
(2002).
Does 360 Degree Feedback Negatively Effect company performance: Feedback Varies With Your Point of View.
HR Magazine,
Volume 47 (6).
Text
Nowack, K. and Heller, B.
(2001).
Making Executive Coaching Work: The Importance of Emotional Intelligence.
Training Magazine,
trainingmag.com.
File
Nowack, K.
(1999).
360 Degree feedback.
In DG Langdon, KS Whiteside, & MM McKenna (Eds.),
Intervention: 50 Performance Technology Tools,
San Francisco, Jossey-Bass, Inc., pp.34-46.
Text
Nowack, K., Hartley, J. and Bradley, W.
(1999).
Evaluating results of your 360-degree feedback intervention.
Training and Development,
53, 48-53.
File
Wimer, S. & Nowack, K.
(1998).
How to Benefit from 360 Degree Feedback.
Executive Excellence,
.
Text
Wimer, S. and Nowack, K.
(1998).
Thirteen common mistakes in implementing multi-rater feedback systems.
Training and Development,
52, 69-80.
File
Nowack, K.
(1997).
Congruence Between Self and Other Ratings and Assessment Center Performance.
Journal of Social Behavior and Personality,
Volume 12, 145-166.
File
Nowack, K.
(1994).
The secrets of succession: Emphasizing development in succession planning systems.
Training and Development,
48, 49-54.
File
Nowack, K.
(1993).
360 Degree feedback: The whole story.
Training & Development Journal,
47, 69-72.
File
Nowack, K.
(1992).
Self-assessment and rater-assessment as a dimension of management development.
Human Resources Development Quarterly,
3, 141-155.
File
Nowack, K. M.
(1991).
A Quantitative Approach to Training Needs Analysis.
Training and Development Journal,
Volume 45, 69-73.
File
Nowack, K
(1988).
Approaches to validating assessment centers.
Performance & Instruction,
27, 14-16.
File
