Abstract
This research deals with the use of 360-degree performance appraisal (PA) in employee job performance in different organizational settings. The entire study is based on a quantitative approach, where data is collected from 200 employees working in diverse sectors such as healthcare, education, and finance. The results show a significant positive linkage between 360-degree feedback and performance in work, as reported, where improvement was seen at 15% levels in employee performance metrics after its introduction in appraisal. Key determinants of this change include better communication, enhanced self-awareness, and better congruence between personal goals and organizational goals. This study also points to fairness, openness, and ongoing feedback as driving these positive effects. Statistical analysis of the data shows that 80% of employees who received 360-degree feedback had increased job satisfaction and stronger commitment to the jobs. At the same time, however, biases in feedback, inadequate training, and the necessity for clear goal-setting were identified as barriers to its implementation. Further research finding, then, indicates that 360-degree appraisals are able to significantly improve job performance but only if the limitations are properly managed. This article is of importance in respect to the current discussion on performance appraisal systems and useful insights for HR practitioners considering the implementation or enhancement of 360-degree feedback mechanisms.
Published Version
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