Internationalizing 360-Degree Feedback: Are Subordinate Ratings Comparable?

ABSTRACT: This study addressed whether 360-degree feedback ratings made by subordinates are equivalent across national cultures (Great Britain, Hong Kong, Japan, U.S.). Employees’ ratings of their leaders were collected via a company’s existing 360-degree feedback survey. A two-factor baseline model was developed using exploratory factor analysis and tested across cultures utilizing confirmatory factor analysis techniques. Results revealed differences in factor form, suggesting that the constructs underlying the survey and their relationship to the survey items differed across cultures. These results emphasize the need for multinational companies to use caution when transporting human resources practices, such as 360-degree feedback, to international locations.