FREE online
courses on Using 360-Degree Appraisal Effectively
- 360 Degree Feedback as an Intervention
The process of 360-degree
appraisal can be broken into three stages or levels viz., planning,
implementation and results stages. At each of these stages, various factors
involved in the 360-degree feedback process can be identified along with their
role and contribution.
Planning Level
v
Most of the time, the problem lies in not being clear
with the objectives and in turn the system is used for objectives like
compensation, rewards, promotion etc. 
Research suggests that
peers do not want appraisals to be used for evaluation (McEvoy & Buller, 1987).
However, it will be a good idea to use 360-degree method in the initial few
years to build the trust and confidence of people in using the system
Appraisal Instrument/
Questionnaire:
v
To be effective, it is required that 360-degree
appraisal feedback is relevant and specific for the organization.
v
Questionnaire can provide space for comments, as these
may prove more important than numerical ratings.
Appraiser Identity:
v
The results of a research study conducted by Antonioni
(1994) to find out the differences between the appraisals when appraisers
disclosed their identity and when they did not. The results of the study show
that while managers wanted their appraisers to be accountable for their ratings,
appraisers wanted their ratings to remain anonymous.
Appraiser Preparedness:
v
This deals with selection and training aspect of
appraisers. Selection focuses on the identification of appraisers on the basis
of some objective criteria to avoid bias in the ratings.
v
Criterion like being internal customers of appraisee is
most suitable in this process.
Organizational Culture:
v
A culture having openness, trust, authenticity, and
confrontation as its bedrocks is highly suitable for 360-degree appraisal.
Implementation
Level
v
One of the main objectives of 360-degree appraisal is to
help the individual in identifying his weaknesses and strengths.
v
Superior can help the subordinate in setting the
improvement goals, which are specific, measurable, and time bound.
v
To ensure that efforts are made by individual to change
his/her behavior in the identified improvement areas, periodic monitoring in the
form of collecting information on those areas through multi rating method.
v
Appropriate reward mechanisms, particularly non-monetary
need to be instituted for reinforcing the changed work behaviors of individuals.
Results Level
v
Studies have indicated that individuals who rated
themselves higher than their 360-degree appraisal ratings tended to reduce their
self-ratings in subsequent self-appraisals.
v
Further, individuals with more accurate self-perceptions
are known to be better performers and more successful
v
360-degree appraisal can help the individuals in
learning how to learn the self-renewing and improvement skills by using the
appraisal data.
