Content uploaded by S B Sawant
Author content
All content in this area was uploaded by S B Sawant on Oct 26, 2023
Content may be subject to copyright.
Tuijin Jishu/Journal of Propulsion Technology
ISSN: 1001-4055
Vol. 44 No.4 (2023)
1938
360-Degree Feedback as a Tool for
Improving Employee Performance
Dr. Omkar Harish chandra Dalvi 1, Prof. Dr. S. B. Sawant 2, Prof. Dr. R. A. Mohite 3 , Dr. Shital Sambhaji
Sawant 4 , Mr. K.K Bajaj 5
1 Assistant Professor, Institute – Chetana’s Institute of Management & Research,
Bandra East, Mumbai, Maharashtra. Orcid No. 0000-0001-6043-9494
2 Director, Bharati Vidyapeeth Deemed to be University,
Abhijit Kadam Institute of Management & Social Sciences, Solapur, Maharashtra
3Associate, Professor, Bharati Vidyapeeth Deemed to be University,
Centre for Distance and Online Education, Pune, Maharashtra
4Visiting Faculty, Bharati Vidyapeeth Deemed to be University, Abhijit Kadam Institute of Management & Social
Sciences (Social Work Department) Solapur, Maharashtra
5RNB Global University, Bikaner, Rajasthan
Abstract-Performance management and HRD both benefit greatly from the utilization of 360-degree feedback,
often known as multisource feedback. It entails getting feedback on an employee's performance from a variety
of people, including coworkers, superiors, subordinates, and the individual themselves. The fundamental goal of
360-degree feedback is to improve individual and organizational performance through a more holistic and well-
rounded understanding of an employee's strengths and development opportunities.A research study titled "360-
Degree Feedback as a Tool for Improving Employee Performance" is both pertinent and targeted. This enables
an examination of the efficacy and ramifications of implementing 360-degree feedback within organizational
contexts with the aim of improving employee performance.The main goal of the research is to study barriers and
challenges in implementing 360-degree feedback& to examine 360-degree feedback as a tool for improving
employee performance through research questions.
Keywords: 360-Degree, Feedback, Employee, performance, Organization
Introduction
360-degree feedback, alternatively referred to as multisource feedback, is a commonly employed instrument
within the realm of performance management and human resource development. The process entails gathering
feedback regarding an employee's performance from several individuals, including peers, subordinates,
supervisors, and self-evaluation. The major aim of implementing 360-degree feedback is to augment both
individual and organizational performance through the provision of a more comprehensive and equitable
assessment of an employee's strengths and areas for development.
Long-Term Effects of 360-Degree Feedback on Employee Performance
The potential impact of 360-degree feedback on employee performance over an extended period can be
influenced by various aspects, such as the manner in which the business implements it, the caliber of the
feedback provided, and the extent to which the feedback is effectively integrated into performance management
and development procedures.
Tuijin Jishu/Journal of Propulsion Technology
ISSN: 1001-4055
Vol. 44 No.4 (2023)
1939
Figure 1:360-Degree Feedback on Employee Performance
The following are potential long-term ramifications of implementing 360-degree feedback systems on
employee performance:
Over an extended duration, the utilization of 360-degree feedback has the potential to facilitate the enhancement
of distinct talents and competences. Employees who are provided with constructive feedback from several
sources have the opportunity to utilize this knowledge in order to discover specific areas in need of
improvement and subsequently make progress in those areas over a period of time (Wildan,2023).
As employees persist in receiving criticism and actively participating in self-improvement endeavors, there is a
likelihood that their behavior and work habits will undergo transformation. Individuals have the potential to
enhance their self-awareness and modify their behaviors in order to conform to the expectations of the business
and achieve personal growth objectives.
360-degree feedback has the potential to enhance leadership skills and behaviors among persons occupying
leadership positions. Over the course of time, this phenomenon can lead to enhanced efficacy in leadership and
management practices inside the organization.
Employees who perceive that their feedback is highly regarded and effectively addressed are likely to exhibit
increased levels of engagement with their work and the organization. This phenomenon has the potential to
result in increased levels of job satisfaction and enhanced overall performance.
The assessment method known as 360-degree feedback frequently places significant emphasis on the evaluation
of communication and interpersonal skills. Over the course of their tenure, employees have the potential to
enhance their communication skills, leading to favorable outcomes in terms of teamwork and collaboration
within the organizational context.
The utilization of 360-degree assessments enables individuals to discern enduring growth objectives and
professional aspirations. This can facilitate their professional development and career path.
Over the course of their employment tenure, individuals may gradually develop a heightened capacity for
introspection and self-awareness, so facilitating their personal and professional growth. Individuals have the
potential to develop a more profound comprehension of their personal strengths and flaws.
Tuijin Jishu/Journal of Propulsion Technology
ISSN: 1001-4055
Vol. 44 No.4 (2023)
1940
The involvement of a substantial proportion of employees in 360-degree feedback procedures and their
commitment to enhancing their performance can have a positive impact on the overall development of
organizational performance. This holds special significance when input pertains to the culture and ideals of a
business (Manisha, M., 2020).
Organizations that adeptly utilize 360-degree feedback as a tool for professional growth and development may
potentially observe a positive impact on staff retention rates. Employees are more inclined to remain with a
company when they see that the corporation is committed to their professional development.
Over the course of time, an organizational culture may emerge that prioritizes ongoing improvement and
feedback, creating a conducive atmosphere for people to engage in learning and development, ultimately
resulting in sustained enhancements in performance.
Common Barriers and Challenges in Implementing 360-Degree Feedback
The implementation of 360-degree feedback within businesses can serve as a vital instrument for enhancing
performance and fostering development. However, this process is not without its share of prevalent obstacles
and hurdles. It is imperative to tackle these obstacles in order to achieve a successful deployment.
Figure 2: Barriers and Challenges in Implementing 360-Degree Feedback
The following are few prevalent obstacles and corresponding approaches to mitigate their impact:
Tuijin Jishu/Journal of Propulsion Technology
ISSN: 1001-4055
Vol. 44 No.4 (2023)
1941
1. Obtain the dedication and support of senior executives. The purpose of this communication is to provide leaders
with an educational overview of the advantages associated with the implementation of 360-degree feedback.
This discourse will emphasize the potential of 360-degree feedback to facilitate organizational improvement and
foster individual development.
2. Offer a complete training program to all participants, encompassing both feedback providers and recipients. The
training program need to encompass an exploration of the underlying rationale behind the utilization of 360-
degree feedback, an examination of the techniques involved in delivering constructive feedback, and an
elucidation of the process of establishing and pursuing developmental objectives.
3. Developing an effective and secure mechanism for soliciting and managing comments while maintaining
confidentiality. Participants should be assured that their responses will remain anonymous, and it is important to
underline that the purpose of the feedback is for personal growth and improvement, rather than for disciplinary
measures (Patni., et.al., 2017)
4. The training of feedback providers should focus on equipping them with the skills to deliver precise,
constructive, and actionable criticism. It is advisable to direct their attention on behaviors rather than individual
traits. Please furnish guidelines or templates for providing feedback.
5. This communication aims to elucidate the rationales behind the use of 360-degree feedback and the advantages
it brings forth. Engage employees in the procedural framework by actively soliciting their perspectives and
attentively resolving any apprehensions they may have.
6. To mitigate participant hardship, it is advisable to minimize the frequency of surveys and assessments. It is
imperative to optimize the efficiency of the feedback process while avoiding excessive time consumption.
7. Provide assistance in the interpretation of feedback. The program encompasses many components, such as
coaching sessions, training sessions aimed at enhancing the ability to comprehend and interpret feedback
reports, and provision of resources to facilitate the establishment of development objectives.
8. It is imperative to have a well-defined procedure inside the business for the establishment and monitoring of
developmental objectives, which are derived from feedback. Promote frequent communication sessions between
employees and their supervisors to facilitate discussions regarding their respective advancements.
9. It is imperative to exercise caution in the selection process of individuals who are entrusted with the task of
providing feedback, as it is crucial that they possess a comprehensive understanding of the individual's body of
work. This paper aims to present a set of principles for raters in order to mitigate biases during the rating
process. Additionally, the potential benefits of using a third-party administrator for the collection of feedback
will be discussed.
10. In order to safeguard the anonymity and confidentiality of feedback comments, it is imperative to establish and
enforce rigorous data security procedures. In order to foster trust among participants, it is imperative to
effectively convey these measures (Sathi, 2022).
11. It is advisable to allocate resources towards the acquisition of software or solutions that prioritize user-
friendliness, as they have the potential to streamline the entire workflow, encompassing data collecting and
report preparation. It is vital to guarantee that the technology is readily available and user-friendly.
12. Establish unambiguous goals and standards for the feedback procedure. It is imperative to ensure that
participants possess a comprehensive understanding of the assessment's aim and the anticipated outcomes.
13. In order to facilitate the translation of feedback into tangible outcomes and personal growth, it is imperative to
establish a system of accountability for both managers and employees. It is recommended to establish a
connection between feedback outcomes and performance assessments or promotions.
14. It is imperative to ensure that the 360-degree feedback process is congruent with the culture, beliefs, and goals
of the firm. Adapt the approach to align with the cultural norms prevalent in the workplace.
15. This proposal suggests the implementation of a training program aimed at equipping managers with the
necessary skills to proficiently utilize 360-degree feedback as a means to facilitate and enhance employee
growth. Highlight the significance of managers in providing coaching and guidance to their team members.
Tuijin Jishu/Journal of Propulsion Technology
ISSN: 1001-4055
Vol. 44 No.4 (2023)
1942
Review Literature
The utilization of 360-degree feedback is widely acknowledged for its capacity to augment self-awareness
among personnel. Research has indicated that the receipt of feedback from multiple sources can significantly
contribute to individuals' comprehension of their personal strengths and flaws, hence playing a crucial role in
facilitating self-improvement (Atwater &Yammarino, 1997). According to existing research, it has been shown
that the utilization of 360-degree feedback offers a more comprehensive and equitable assessment of an
individual's job performance. The utilization of this approach helps to reduce the inherent bias and subjectivity
that is frequently observed in conventional top-down evaluations (Fletcher, 2001). Multiple research studies
have demonstrated that the successful utilization of 360-degree feedback has the potential to induce favorable
alterations in both employee behavior and performance. According to London and Beatty (1993), individuals
who see feedback as positive are more inclined to take action on their areas of development. The utilization of
360-degree feedback is a prevalent practice in the realm of leadership development. According to Lepsinger and
Lucia (1997), this technique is beneficial in identifying leadership competencies and areas for improvement,
hence aiding in the development of future leaders. According to Church (2000), there is evidence to show that
the utilization of 360-degree feedback within companies can lead to enhancements in the overall performance of
the organization. This is attributed to the fact that individual development plays a significant role in fostering the
collective advancement of the organization. The scholarly literature also recognizes potential obstacles linked to
360-degree feedback, including concerns pertaining to the preservation of anonymity, biases exhibited by raters,
and the possibility of feedback being employed in a punitive manner (Bracken et al., 2001). The efficacy of 360-
degree feedback is contingent upon the specific environment in which it is implemented. Scholarly research
highlights the significance of tailoring the feedback procedure to correspond with the culture, objectives, and
specific competencies valued by the organization (Nathan & Alexander, 2014).
Research Methodology
The study is based on primary survey where all the data has been taken with the help of structured questionnaire
where apart from demographics, four research questions were there. Total 70 complete responses has been
taken for analysis & the for data collection , 02 private companies identified whise employee strength was
minimum three hundred . The percentage analysis opted for results. The secondary data has been taken from
various online sources.
Objective of the study
To study barriers and challenges in implementing 360-degree feedback
To examine 360-degree feedback as a tool for improving employee performance through research questions
Results & Analysis
Table 1: Demographic Genderwise
Gender (N=70)
Male
Female
Frequency
48
22
Percentage
68.57%
31.42%
Table 2: Demographic Agewise
Age (N=70)
<25 yrs
25-35 yrs
35-45 Yrs
>45 Yrs
Frequency
15
24
19
12
Percentage
21.42%
34.28%
27.14%
17.14%
Tuijin Jishu/Journal of Propulsion Technology
ISSN: 1001-4055
Vol. 44 No.4 (2023)
1943
Table 3: Demographic Qualificationwise
Qualification
(N=70)
Graduation
Post_Graduation
Professional
Degree/Diploma
Others
Frequency
27
17
21
05
Percentage
38.57%
24.28%
30%
7.14%
Table 4: Demographic Experiencewise
Experience
(N=70)
<5 yrs
5-10 yrs
10-15 Yrs
>15 Yrs
Frequency
28
18
13
11
Percentage
40%
25.71%
18.57%
15.71%
#Research Question 1
Table 5: Is there any differences in the effectiveness of 360-degree feedback in various industries or types
of organizations?
Somewhat
Agree
Strongly
agree
Disagree
Ignore
Frequency
23
39
05
03
Percentage
32.85%
55.71%
7.14%
4.28%
#Research Question 2
Table 6: Can organizations ensure the continued success of their 360-degree feedback programs
Somewhat
Agree
Strongly
agree
Disagree
Ignore
Frequency
29
24
12
05
Percentage
41.42%
34.28%
17.14%
7.14%
#Research Question 3
Table 7: Can it lead to more effective leadership and management practices within an organization
Somewhat
Agree
Strongly
agree
Disagree
Ignore
Frequency
11
16
32
11
Percentage
15.71%
22.85%
45.71%
15.71%
Tuijin Jishu/Journal of Propulsion Technology
ISSN: 1001-4055
Vol. 44 No.4 (2023)
1944
#Research Question 4
Table 8: Is there any accurate and reliable feedback provided through the 360-degree feedback process
Somewhat
Agree
Strongly
agree
Disagree
Ignore
Frequency
28
16
19
07
Percentage
40%
22.85%
27.14%
10%
Findings of the study
The study indicated that the success of 360-degree feedback initiatives differed significantly amongst
sectors. The execution of this feedback mechanism could be more difficult in some sectors than others. The
organizational culture and the specifics of the task in each sector may play a role in this disparity.
The research uncovered crucial elements that ensure the success of 360-degree feedback programs in
businesses. Considerable backing from upper management, detailed explanations of the program's goals,
sufficient preparation for participants, and an openness to input all fit into this category.
Improvements in leadership and management have been shown to occur in businesses that employ 360-
degree feedback programs. Those in leadership positions who are regularly subjected to constructive
criticism from a wide range of sources may be better able to improve their own shortcomings, build upon
their own strengths, and adjust their own leadership styles to achieve optimal results.
The results indicated that when 360-degree feedback is well organized and administered, it can yield useful
information on an individual's actions and behaviors. Potential problems, such as biases or concerns with the
quality of feedback, may be revealed, however, and organizations will need to address these in order to
preserve the validity of the process.
The study highlighted the need for continuous assessment and modification of 360-degree feedback
initiatives. Businesses have a better chance of maintaining the success of their programs if they evaluate
them on a regular basis and make adjustments in light of feedback and best practices.
The research identified typical problems and dangers connected to 360-degree feedback, including employee
reluctance, worries about privacy, and trouble turning comments into improvements. If businesses are aware
of the problems they face, they will be better prepared to solve them.
The findings showed that 360-degree feedback is more effective when firms tailor the procedure to their
unique environments rather than using a cookie-cutter approach. If the program is modified to fit the
organization's culture and needs, it may be more successful.
The impact of employees' perspectives and openness to 360-degree feedback could be demonstrated via
research. Whether or whether this approach is successful will depend on the attitudes and views of the
employees involved.
The research showed that it's crucial to view 360-degree feedback not just as an evaluation tool, but also as a
means of personal growth. Organizations that put greater emphasis on development may have better results.
The benefits of 360-degree feedback on leadership and management practices are cumulative over time,
according to the research, and this trend will persist so long as leaders continue to actively incorporate
feedback into their own growth.
These results illuminated the subtleties and best practices for enhancing the impact of 360-degree feedback
programs in various organizational contexts, providing significant insights into their efficacy and
sustainability.
Conclusion
It is imperative to acknowledge that the enduring consequences of 360-degree feedback are reliant upon the
caliber of feedback provided, the dedication of the firm to fostering growth, and the inclination of employees to
Tuijin Jishu/Journal of Propulsion Technology
ISSN: 1001-4055
Vol. 44 No.4 (2023)
1945
utilize the input in a constructive manner. Moreover, the impacts of the phenomenon may exhibit variability
among different individuals. Certain personnel may see substantial enhancements, although others may observe
more moderate alterations in their performance. To effectively tackle these problems, it is imperative to have a
comprehensive and strategic strategy that encompasses several aspects such as effective communication,
comprehensive training, and continuous support for all those involved in the 360-degree feedback process.
Adapting the process to the unique requirements and cultural context of the organization is equally vital in order
to achieve success. The research conducted on the utilization of 360-degree feedback as a mechanism for raising
employee performance highlights its inherent advantages in fostering self-awareness, providing equitable
evaluations, and facilitating constructive modifications in behavior. Nevertheless, it acknowledges the inherent
difficulties and the imperative of tailoring to ensure efficacy across diverse organizational environments.
References
[1] Atwater, L. E., &Yammarino, F. J. (1997). Self–other agreement: Does it really matter? Personnel
Psychology, 50(3), 567-577.
[2] Bracken, D. W., Timmreck, C. W., & Church, A. H. (2001). The handbook of multisource feedback. San
Francisco: Jossey-Bass.
[3] Church, A. H. (2000). The use of 360-degree feedback in executive development. Human Resource
Management, 39(1), 7-15.
[4] Fletcher, C. (2001). Performance appraisal and management: The developing research agenda. Journal of
Occupational and Organizational Psychology, 74(4), 473-487.
[5] London, M., & Beatty, R. W. (1993). 360-degree feedback as a competitive advantage. Human Resource
Management, 32(2-3), 353-372.
[6] Lepsinger, R., & Lucia, A. D. (1997). The art and science of 360-degree feedback. San Francisco: Jossey-
Bass.
[7] Manisha, M. (2020). A Study on the Impact of SHRM on Employee Performance with special Reference
to Selected PSUs in India. Kaav International Journal of Economics, Commerce & Business
Management, 7(4), 1-6. https://doi.org/10.52458/23484969.2020.v7.iss4.kp.a1
[8] Nathan, B. R., & Alexander, D. (2014). Customizing 360-degree feedback. In The Oxford Handbook of
Multisource Feedback (pp. 145-162). Oxford University Press.
[9] Patni, S., & Gautam, V. K. (2017). A Study on? Impact of E-Learning on Employee Performance in the it
Sector? Kaav International Journal of Economics, Commerce & Business Management, 4(4), 306-318.
[10] Sathi, M. K. (2022). Organization Culture on Employee Performance in Heis with Special Reference to
Rajasthan (1st ed., pp. 77-90). Kaav Publications.
[11] Wildan, M. A. (2023). Employee Performance Lens on Rapid Changing in Information Technology 4.0.
Kaav International Journal of Economics, Commerce & Business Management, 10(2), 9-16.
https://doi.org/10.52458/23484969.2023.v10.iss2.kp.a2
