360 Degree Performance Evaluation


360Degree Performance Evaluation

360Degree Performance Evaluation

Explainingthe Concept

The360 degree performance evaluation is a method or system in whichworkers acquire anonymous, confidential feedback from the individualsthat work around them, including peers, subordinates, managers, anddirect reports (Rao et al., 2002). Thus, the 360 degree evaluation isa form of worker performance review that is used to collectinformation that is later integrated into the job assessment of anemployee.

MyThoughts on the Process

Inmy view, the purpose of a 360 degree performance evaluation is tocritique a given employee for the work done within a specific period.The assessment helps to provide feedback to the employee fromsubordinate and other employees as opposed to acquiring the commentdirectly from the superintendent. For this reason, it helps a staffmember to better comprehend how he or she is performing as part of agroup and enhance the manner in which team members work together(Shaw, 1995). Moreover, since feedback is acquired from differentquarters in the work environment, the 360 appraisal results arereliable and valuable. Hence, since the system is a based on theanonymity of the evaluator, most answers are honest as there is nothreat of negative repercussions (Ward, 1999).

Theprocess is also enlightening as it frees an employee from the beingheld in a particular view by bosses and co-workers because itprovides a broader perspective on an individual. It helps one tounderstand what others see and change it or improve accordingly. Assuch, a worker is able to identify their strengths and weaknesses,and in the process gauge their performance in the organization aspart of a team (Van der Heijden &amp Nijhof, 2004).


The360 feedback is a useful tool for employee development and appraisal.The process can work in my current workplace because it would helpencourage team work by offering constructive criticism. If mysupervisor and other employees are introduced to this form ofappraisal, they would realize their weaker points and improve onthem. As a result, this would make the workplace environment moreaccommodating and relatable to all employees.


Rao,T. V., Mahapatra, G. ., Rao, R. ., &amp Chawla, N. . (2002). Threehundred sixty Degree Feedback and Performance Management Systems. V2.New Delhi: Excel Books.

Shaw,D. G. (1995). Performancemeasurement, management, and appraisal Sourcebook.Amherst, Mass: Human Resource Development Press.

Vander Heijden, B. I., &amp Nijhof, A. H. (2004). The value ofsubjectivity: problems and prospects for 360-degree appraisalsystems. TheInternational Journal of Human Resource Management,15(3), 493-511.

Ward,P., &amp Institute of Personnel and Development. (1999). 360-degreefeedback.London: Institute of Personnel and Development.