CONTENTS PARTICULARS PAGE.

NO

CHAPTER 1 INTRODUCTION

NEED FOR THE STUDY

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

RESEARCH METHODOLOGY

PLAN OF THE STUDY OR CHAPTERIZATION

CHAPTER 2 REVIEW OF LITERATURE

CHAPTER 3 COMPANY PROFILE

CHAPTER 4 DATA ANALYSIS & INTERPRETATION

CHAPTER 5 FINDINGS, SUGGESTION AND CONCLUSION

BIBILIOGRAPHY
 CHAPTER-1
INTRODUCTION
INTRODUCTION

The 360° performance appraisal system is a comprehensive feedback mechanism used in

organizational settings to evaluate an employee's performance from multiple perspectives.
Traditional performance appraisals concentrate on comments from a direct supervisor,
whereas the 360° appraisal includes peer, subordinate, supervisor, and customer feedback. A
comprehensive picture of an employee's performance, strengths, and opportunities for growth
promotes continual development and open communication.

Origins and Evolution

The concept of 360° feedback has its roots in military and psychological practices, where it
was initially used to gain insights into leadership qualities and interpersonal skills. Corporate
firms eventually realized the advantages of this multi-source feedback system. By the 1990s,
the 360° appraisal approach was widespread across sectors owing to its more fair and
impartial performance evaluation. Modern management methods emphasize employee
participation, openness, and responsibility, hence it is extensively used in big and small
companies.

Key Components of the 360° Appraisal

The 360° performance appraisal involves several key components that distinguish it from
traditional evaluation methods. These include:

1. Multiple Raters: Managers, peers, direct reports, and sometimes consumers or

suppliers provide feedback. This diversity reduces biases that might result from a
single viewpoint.
2. Anonymity and Confidentiality: To encourage honest and constructive feedback,
responses are typically collected anonymously. This approach reduces the fear of
retribution and promotes a more open expression of opinions.
3. Structured Feedback Mechanism: Feedback is often collected through standardized
questionnaires or surveys that assess specific competencies, behaviors, and
performance metrics. This structured approach ensures consistency and comparability
of data across respondents.
4. Development Focus: Unlike traditional appraisals that often focus on past
performance, the 360° appraisal places a strong emphasis on personal and
professional
 development. The feedback is intended to highlight areas for improvement and guide
employees in their career growth, rather than simply judging their past actions.

Benefits of the 360° Appraisal System

The 360° performance appraisal system offers numerous benefits that contribute to its
widespread adoption. One of the primary advantages is the comprehensive nature of the
feedback, which provides a more accurate and balanced view of an employee's performance.
This holistic approach helps to identify blind spots that may not be apparent in traditional
appraisals, such as interpersonal skills, teamwork, and leadership capabilities.

The 360° evaluation also encourages lifelong learning. Different feedback sources stimulate
self-reflection and growth ownership in workers. This may boost work happiness,
performance, and organizational alignment.

Challenges and Considerations

Although the 360° assessment method has many benefits, companies must also face its
obstacles. The procedure requires careful preparation and coordination due to its duration and
resource requirements. Effectiveness also relies on feedback quality; if raters are not well
educated or feedback is ambiguous, the evaluation may be less effective.
NEED OF THE STUDY

The need for studying the 360° Performance Appraisal System arises from the growing
emphasis on holistic and comprehensive employee evaluations in modern organizations.
Traditional appraisal methods often rely solely on supervisor feedback, which can be biased
and limited in scope. The 360° approach, however, incorporates feedback from multiple
sources, including peers, subordinates, and customers, providing a well-rounded view of an
employee's performance. This system promotes a culture of continuous improvement,
enhances self-awareness among employees, and aligns personal goals with organizational
objectives. By examining the effectiveness of 360° appraisals, the study aims to identify its
impact on employee motivation, development, and organizational success. Understanding the
benefits and challenges of this appraisal system is crucial for companies seeking to
implement fair, transparent, and constructive performance evaluation processes that foster a
supportive work environment and drive overall productivity.
OBJECTIVES OF THE STUDY

 To study on performance appraisal by providing comprehensive feedback from peers,

supervisors, and subordinates on job performance and behavior.

 To improve organizational communication by encouraging open, constructive feedback and

fostering a culture of continuous development and accountability.

 Determine employee strengths and weaknesses, then build tailored training and career
progression plans to increase performance.

 To support objective performance evaluation by using diverse perspectives, reducing biases

associated with traditional appraisal methods focused on single-source feedback.
 SCOPE OF THE STUDY
This research examines how the 360° Performance Appraisal System improves employee
performance and growth in firms. This research analyses the multi-rater feedback procedure,
which includes supervisors, peers, subordinates, and self-assessments, to measure employee
performance holistically. The study will examine how 360° appraisals affect employee
motivation, engagement, and productivity. It will also discuss possible biases, feedback
accuracy, and the difficulty of handling input from many sources while using this assessment
approach. The research will examine best practices for using 360° feedbacks to improve
personnel management and organizational development. The results could help HR
professionals and managers improve performance rating procedures in varied corporate
situations.
RESEARCH METHODOLOGY

Research Design:

Descriptive research was used for this study. The goal is to explain and evaluate the 360°
performance assessment system in enterprises. This design is appropriate because it helps
workers, supervisors, peers, and subordinates to comprehend the assessment process from
numerous viewpoints. To understand how the evaluation system affects employee
performance and organizational effectiveness, the research will use qualitative and
quantitative data.

Data Collection Methods:

Primary Data: Primary data will be collected through structured questionnaires and
interviews. The questionnaires will be designed to gather qualitative data, while interviews
will provide qualitative insights.

The questionnaires will target different levels within the organization to capture a 360° view
of the performance appraisal process.

Secondary Data: Secondary data will be collected from company records, performance
reports, and literature reviews from journals, articles, and books related to performance
appraisal systems.

Sample Size:100 employees from 9I Technologies

Sample duration: - 45 Days
PLAN OF THE STUDY OR CHAPTERIZATION
Chapter-I: Introduction
Chapter-II: Theoretical frame work & Review of literature on performance appraisal
systems Chapter-III: 9I Technologies Company and industry profile
Chapter-IV: Data Analysis and interpretation
Chapter-V: Findings, conclusions and
Suggestions
 CHAPTER-2

REVIEW OF LITERATURE
Susan Abraham (2024) The 360-degree assessment method gives workers performance

input from supervisors, subordinates, peers, and even customers. Implementation and efficacy

depend on workers' understanding of this system. The research examines how this evaluation

approach affects organizational results, employee motivation, and job performance. When

implemented properly, 360-degree feedback improves job performance, employee

engagement, Personal Development, Communication, Accountability, Decision making, Self-

Awareness, Holistic Feedback, and organizational alignment. However, proper follow-up,

biases, and feedback quality are stressed. According to studies, 360-degree performance

assessments are most successful when businesses provide a supportive atmosphere for

feedback implementation, educate participants, and have a well-structured procedure.

Dr.G. Prabu (2024) The 360-degree assessment method gives workers performance input

from supervisors, subordinates, peers, and even customers. Implementation and efficacy

depend on employee understanding of this system. This assessment approach is examined for

its effects on organizational results, employee motivation, and job performance. When

implemented properly, 360-degree feedback improves job performance, employee

engagement, Personal Development, Communication, Accountability, Decision making, Self-

Awareness, Holistic Feedback, and organizational alignment. However, proper follow-up,

biases, and feedback quality are stressed. According to the study, 360-degree performance

assessments are most successful when businesses provide a supportive atmosphere for

feedback implementation, educate participants, and have a well-structured procedure.

Purwa Choudhary (2023) This study examines how 360-degree performance assessment

affects employee productivity. The research explored how 360-degree performance appraisals

improved worker productivity. Managers, colleagues, subordinates, and customers provide

feedback to 360-degree performance review participants. The research examined whether this

assessment method boosts worker productivity. The research found that 360-degree
performance reviews improved worker cooperation and communication. The method fostered

honest feedback, which led to productive discussions and helped staff identify areas for

development. Primary survey data underpins the empirical and explanatory studies. 256

people from diverse industries were surveyed. Researchers obtained data using

questionnaires and personnel interviews and analyzed it using descriptive statistics and

regression analysis. In addition, the poll found that staff productivity was most affected by

input. Employees with input from many sources, including customers, were more motivated,

engaged, and satisfied, which increased productivity. The assessment method improved staff

collaboration and communication.

JASMIYA ROSHINI (2023) Performance appraisal is the most important tool for a business

since it helps make judgments about personnel issues like promotion and merit raises.

Performance measurements integrate information collecting and decision-making, allowing

personnel functions like recruitment, selection, training, and remuneration to be evaluated.

Information accuracy is crucial to the company. These help identify main vulnerabilities.

After selection, training, and motivation, employees are evaluated. Performance appraisals

show management how well it hires and places staff. If issues arise, employees are notified

and corrected.

M. Bharanidharan (2023) 360-degree performance reviews promote several abilities by

assessing friendships and direct feedback. Evaluation, appraisal, acknowledgment, rating, and

assessment of employee performance. Successful firms use 360-degree evaluations to

develop cutting-edge capabilities. Comparable administrative performance evaluation

approaches allow this. A literature review of 360-degree appraisals suggests benefits, design

and execution requirements, and favourable circumstances. Test selection was simply

random. A questionnaire gathered fundamental data for weight average, Chi-square, and

unit-variety
percent analysis. Cite research results and suggestions. Most workers want top performance

evaluations.

Dr. B.S. Sudha (2023) Since Independence, the Indian economy has remained in near

stagnation, save for the 1970s, when the agricultural sector expanded and the market

recovered. Global demand, foreign investments, the Indian government's commitment-based

fiscal policy, and the country's economic transition from socialism to free-market occurred in

1991 (Mohan, 2008). Today, an organization's value rests more on intangibles than tangibles.

Human resources are an intangible resource that strongly impacts an organization's market

worth. An effective performance assessment system boosts organizational effectiveness. The

company must also maximize staff talents and abilities by creating a learning environment,

making information sharing easy, and applying that knowledge to achieve its goals. The

secondary sector—manufacturing—and tertiary sector—information technology,

communications, and entertainment—made major contributions (Nagaraj, 2000). Indian

companies have a gap in transitioning from "collectivism" (Hofstede, 1980) to more liberal

and generally recognized human resource strategies. This gap is due to economic

restructuring and globalization. This research illuminates’ Indian companies' 360- and 720-

degree performance appraisals. This study will also examine performance assessments' pros

and cons and their effects on globalization, cooperation, proactivity, and learning (Sonnentag,

2002). Modern 360 and 720- degree performance assessment methods for Indian companies,

with a focus on Bharat Electronics Limited, are examined in this paper.

N. Suresh (2022) Everyone has distinct skills. The quality and quantity of the identical task

done by two persons always varies. The 360-degree performance assessment approach

ensures that an employee's performance review considers all important elements. The 360-

degree performance evaluation policy is complicated and hard to execute. One may question

why companies invest in 360-degree performance appraisals. This strategy helps workers

improve
and develops a dynamic management team. Combined 360-degree performance analysis

graphic showing employee contribution. It considers leadership, coordination, and

collaboration. A 360-degree performance assessment method increases employee

involvement and efficiency, increasing business production. Steps are being taken to develop

a 360-degree rating system. We must comprehend the system and its efficacy.

GANUPETA VAISHNAVI (2022) India is the second-largest cement manufacturer in the

world, making it a vital business. Cement production and consumption contribute to a

nation's development. Its origins in the iron and steel sector make it crucial to the economy.

Human resource management (HRM), including PMS, is necessary since industry relies on

numerous elements, including capital, finances, technology, and people. There are many

elements that affect employees, but PMS is crucial. If the workforce is underutilized,

employee satisfaction development will be difficult. The cement business relies on HRM and

PMS to grow and develop profitability, along with land, technology, money, and others.

HRM is a dawn, whereas conventional people management is. HRM wants to be a corporate

partner and relate PMS to employee happiness. PMS is crucial for cement manufacturing

throughout the cycle.

K. Abinaya (2021) The 360-degree performance evaluation is a strong multi-dimensional

competence development technique that relies on an individual's supervisors, peers, and

direct reports. Many successful firms use 360-degree assessment for current competence

development and comparable approaches for administrative performance appraisal. 360-

degree assessment research shows efficacy, design, execution, and possible advantages. This

research employed simple random sampling. The main data was acquired by questionnaire

and analyzed using Univariate Percentage, Weighted Average, and Chi-square analysis.

Study results and recommendations are given. Most workers see the performance assessment

positively.
P. Rajitha (2021) 360-degree evaluation is a strong multi-dimensional competency

development method that uses supervisors, peers, and direct reports' expertise. We address

multidimensional performance feedback in the context of how globalization and the

information age have transformed competence from the Industrial Age/Cold War. Many

successful firms use 360-degree assessment for current competence development and

comparable approaches for administrative performance appraisal. 360-degree assessment

research shows efficacy, design, execution, and possible advantages. Finally, the paper

strongly recommends 360-degree evaluation for competence development and administrative

appraisal. Organizations are always seeking for methods to enhance performance and satisfy

stakeholders in today's uncertain environment. This nearly always requires change, which is

key to success. For a business to progress, its employees must adapt, and they must first

realize what about their performance needs to change. Organizations are increasingly using

360-degree feedback to deliver organized, in-depth information on current performance and

future needs to create precise and relevant growth strategies. Professionally handled 360-

degree feedback boosts self- awareness and fosters strategic organizational processes.

Monalisa Mohapatra (2021) 360-degree feedback shows the firm is flexible and adaptable

to its employees' needs. 360-degree feedback involves gathering feedback from superiors,

peers, subordinates, workers, and customers. After the evaluation, the manager shares the

feedback with the worker, giving them a clear picture and hinting at their growth with

developmental sessions. 360-degree feedback assesses and develops. This article reviews

work satisfaction literature from 1995 to 2013. The goal is to determine how 360-degree

feedback helps firms improve. Based on literature study, 360-degree feedback is appreciated

by workers since it helps them grow professionally and improves organizational performance.

Samar Abboud (2021) To improve corporate operations and maintain a pleasant atmosphere,

all employees are evaluated annually. Quality of staff performance is emphasized. William

said
performance reviews help younger and senior workers create career plans. It improves

worker performance via coaching and training. It identifies employee weaknesses and trains

them to boost productivity and performance. This research examines performance ratings and

job satisfaction in Lebanese banking. High turnover in the Lebanese banking industry is also

examined in this research. Human resources' role in banking employee skill retention will

also be examined. Human Resources has a major influence in Lebanese banking staff

retention.

Toman Sony Tambunan (2021) 360-degree feedback performance assessment systems have

garnered attention for linking behavior modification to performance. The 360-degree

feedback performance evaluation method for Medan City Government civil servants was

examined for strengths, shortcomings, opportunities, and threats. Slovin was used to calculate

study participation. The data came from observations, interviews, and books. Data analysis

was qualitative descriptive. The data will be used to examine the City Government of

Medan's Civil Servants' 360-degree feedback performance evaluation system's strengths,

shortcomings, opportunities, and threats. The strategy of implementing a 360-degree

feedback performance appraisal system for City Government of Medan civil servants was to

create a joint commitment to support a fair and objective performance appraisal system,

implement it as an effective performance appraisal system, and involve many parties to

formulate it.

Nnaeto Japhet Olusadum (2021) Performance assessment systems that work well provide

companies a competitive edge, growth, productive personnel, and a solid improvement

platform. This research examines how 360-degree feedback performance assessment affects

staff productivity in five Imo deposit money institutions. The study used survey research.

Study participants were 570 of five randomly chosen deposit money banks in Imo state,

Nigeria. Cochran's formula for limited population yielded 230 samples, whereas Bowley's

proportional allocation statistical approach assigned questionnaires to deposit money banks.

Primary data came from questionnaires and secondary data from journals, unpublished
publications, etc.
Regression analysis using SPSS tested the hypothesis. In Imo state, Nigeria, 360-degree

feedback assessment systems boost staff productivity in chosen deposit money institutions.

Dina Prasetyaningrum (2020) One performance evaluation approach, 360-degree feedback,

evaluates the employee's surroundings. At PT. Pertamina RU IV (Persero) Cilacap, the 360-

degree feedback method performance appraisal system is used to determine implementation,

employee performance, performance variables, and performance optimization. This study

combines qualitative and quantitative methodologies. The 360-degree feedback approach

gathers data from bosses, coworkers, respondents, and subordinates. Based on variable and

indicator calculations, the study identified the best workers from each field and job. The 360-

degree feedback performance evaluation may assist the firm reward high-performers and

penalize low-performers. Calculating these factors and indications helps the organization

discover the best approach to maximize employee performance.

 CHAPTER-3

COMPANY PROFILE
INDUSTRY PROFILE

INTRODUCTION
IT & BPM are major growth drivers for the Indian economy, boosting GDP and public
welfare. FY22 IT contributed 7.4% to India's GDP, and it's predicted to contribute 10% by
2025.

India is ready for the next IT revolution phase as new digital applications infiltrate sectors.
With 76 crore internet users and the lowest prices, India is considered one of the biggest and
cheapest Internet markets.

Economic value and citizen empowerment are prioritized due to the Digital India
Programme's strong digital infrastructure and enhanced digital access. Digital adoption is
quickest in India. Government action, commercial innovation and investment, and new digital
applications are improving inhabitants' daily life by enriching and permeating a variety of
activities and jobs.

India gained six places to 40th in the 2022 Global Innovation Index.

MARKET SIZE

In FY22, the Indian IT industry's sales rose 15.5% to US$ 227 billion, and Nasscom
predicted it to reach US$ 245 billion in FY23.

Indian IT & Business Services market of US$ 13.87 billion in 2022, up 7.4% from 7.2% in
2021.

Indian IT spending is expected to climb to US$ 110.3 billion in 2023 from US$ 81.89 billion
in 2021.

The Indian software industry may reach $100 billion by 2025. To expand globally and
enhance delivery centers, Indian companies go overseas.

The US contributed 60% of the $250 million Indian data annotation industry in FY20. Rising
domestic AI demand might make the market $7 billion by 2030.

Infomerics Ratings forecast a US$ 350 billion IT industry in India by 2026, contributing 10%
to GDP.

FY23 IT export income from India climbed 9% in constant currency to US$ 194 billion.
INVESTMENTS/ DEVELOPMENTS

Major nations and corporations have invested in Indian IT's capabilities.

• The IT services and BPO/ITeS business will employ 5.4 million people in FY23, plus
290,000.

• India's public cloud services market earned US$ 6.2 billion in 2022 and is expected to reach
US$ 17.8 billion by 2027, growing 23.4%.

• ICICI Bank provided NRI clients LADs and Dollar Bonds at their GIFT City office in
November 2022.

Amazon Web Services opened its second Indian infrastructure region, AWS Asia Pacific
(Hyderabad), in November 2022. Indian investments of over US$ 4.4 billion are estimated to
provide over 48,000 full-time jobs by 2030.

• Google Cloud teamed with Super Gaming in November 2022. The partnership may allow
Google Cloud game developers to use SuperGaming's Super Platform engine.

GOVERNMENT INITIATIVES

The Indian government has pushed IT and ITeS via these initiatives:

• The Rs. 17,000 crore PLI Scheme-2.0 for IT Hardware was approved by the Cabinet.

The Union Budget 2023-24 gave the IT and communications industries Rs. 97,579.05 crores
(US$ 11.8 billion).

In September 2022, the Ministry of Communications released the Telecommunications Bill

2022 for public comment to create a new telecom framework in India.

• The "Synergy" Cyber Security Exercise for 13 countries by CERT-In and CSA in August
2022 strengthened networks against ransomware attacks.

According to STPI Director General Arvind Kumar, exports from STPI units rose from Rs.
17 crores (US$ 2.14 million) in 1992 to Rs. 5.69 lakh crore (US$ 71.65 billion) in 2022.
COMPANY PROFILE
About Webmark Technologies
A Global Consulting Firm Our innovative onsite, offsite, offshore delivery method delivers
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Board of Advisors

President & CEO

Akhilesh founded Webmark Technologies in 2004 as a visionary and strategist, guiding the
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Corporate Social Responsibility

With a mission to maximise technology, Webmark Technologies has grown beyond IT. As
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Java

We specialise in Java, J2SE, J2EE, and J2ME programming. We use our extensive
experience creating Java and other technologies to provide superior solutions that meet our
clients' business needs. Our knowledge and skills have grown throughout time, which we
apply to all tasks.

Thus, we always give competence while developing or consulting for clients. We've worked
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J2SE Standard Edition

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Connectivity simplified

MS.Net Technology

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Net Migration Solutions

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Information servers

Application on same or different platforms

Oracle accelerates technology, expands markets, and advances commerce.

Yes, Oracle Technology. We use production strength backup and recovery. Troubleshoot
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SQL application loader

Oracle Actual Application Cluster

Data Sentinel Oracle

Oracle ASE 10g

 CHAPTER 4
DATA ANALYSIS & INTERPRETATION
 1. What is your age group? Response Percentage
18-25 22 22%
26-35 8 8%
36-45 29 29%
46-55 14 14%
56 and above 27 27%
Total 100 100%

Response
35

30

25

20

15

10

0
18-25 26-35 36-45 46-55 56 and above

Response

INTERPRETATION: -The age group data shows that the majority of respondents fall
within the 36-45 age range, accounting for 29% of the total. This is followed by the 56 and
above age group, representing 27%, and the 18-25 age group at 22%. The 46-55 age group
contributes 14%, while the 26-35 group is the smallest, with only 8%. This distribution
indicates a diverse age range, with a notable concentration in the middle-aged and older
demographics.
 2. What is your gender? Response Percentage
Male 45 45%
Female 55 55%
Total 100 100%

Response
60

50

40

30

20

10

0
Male Female

Response

INTERPRETATION: -The gender distribution of the respondents shows a slightly higher

representation of females, who make up 55% of the total, compared to males, who account
for 45%. This nearly balanced gender ratio indicates a relatively equal participation from both
genders, with a slight predominance of female respondents. The data suggests a diverse
perspective that includes views from both men and women, which can contribute to more
comprehensive insights in the analysis.
 3. What is your current job role? Response Percentage
Entry-level/Junior 30 30%
Mid-level/Manager 43 43%
Senior-level/Executive 28 28%
Total 100 100%

Response
50
45
40
35
30
25
20
15
10
5
0
Entry-level/Junior Mid-level/Manager Senior-level/Executive

Response

INTERPRETATION: -The data on current job roles indicates that the majority of
respondents are in mid-level or managerial positions, making up 43% of the total. Entry-level
or junior roles account for 30%, while senior-level or executive roles constitute 28%. This
distribution reflects a well-rounded representation of different job levels, with a significant
portion of respondents holding mid-management positions. The presence of both entry-level
and senior-level professionals provides a comprehensive view across various career stages.
 4. How many years of work experience do you have? Response Percentage
Less than 2 years 22 22%
2-5 years 29 29%
6-10 years 31 31%
11-15 years 4 4%
More than 15 years 14 14%
Total 100 100%

Response
35

30

25

20

15

10

0
Less than 2 years 2-5 years 6-10 years 11-15 years More than 15 years

Response

INTERPRETATION: -The data on work experience reveals that the majority of

respondents have 6-10 years of experience, accounting for 31%. Those with 2-5 years of
experience follow closely at 29%, while 22% have less than 2 years of experience. A smaller
portion of respondents, 14%, have over 15 years of experience, and only 4% have 11-15
years. This indicates a diverse workforce, primarily consisting of mid-career professionals,
with representation from both early-career and highly experienced individuals.
 5. What department do you work in? Response Percentage
Human Resources 21 21%
Sales/Marketing 13 13%
Operations 24 24%
IT/Technical 21 21%
Other 20 20%
Total 100 100%

Response
30

25

20

15

10

0
Human Resources Sales/Marketing Operations IT/Technical Other

Response

INTERPRETATION: -The data on departmental distribution shows that respondents are

fairly spread across various departments, with the highest representation in Operations at
24%. Both Human Resources and IT/Technical departments each account for 21% of the
respondents. Sales/Marketing is represented by 13%, and 20% work in other departments.
This diverse departmental distribution suggests that the insights gathered reflect a wide range
of perspectives, contributing to a comprehensive understanding across different functional
areas within organizations.
 6. Are you familiar with the concept of the 360° Response Percentage
Performance Appraisal System?
Yes 77 77%
No 23 23%
Total 100 100%

Response
90

80

70

60

50

40

30

20

10

0
Yes No

Response

INTERPRETATION: -The data reveals that a significant majority of respondents, 77%, are
familiar with the concept of the 360° Performance Appraisal System, while 23% are not. This
indicates a high level of awareness about this appraisal method among the participants,
suggesting its widespread recognition and possible usage in their organizations. The minority
unfamiliar with the concept highlights an opportunity for further education and training to
ensure all employees understand the benefits and application of this performance evaluation
system.
 7. Has your organization implemented a 360° Performance Response Percentage
Appraisal System?
Yes 62 62%
No 38 38%
Total 100 100%

Response
70

60

50

40

30

20

10

0
Yes No

Response

INTERPRETATION: -The data shows that 62% of respondents indicate their organization
has implemented a 360° Performance Appraisal System, while 38% report that their
organization has not. This suggests that the majority of organizations represented in the
survey are utilizing this comprehensive feedback mechanism, reflecting its growing adoption
in performance management. However, a substantial portion of organizations still do not use
this system, indicating room for increased adoption to enhance employee evaluations through
broader feedback channels.
 8. I believe 360° feedback provides a more comprehensive Response Percentage
evaluation compared to traditional performance appraisals.
Strongly Agree 33 33%
Agree 18 18%
Neutral 26 26%
Disagree 12 12%
Strongly Disagree 11 11%
Total 100 100%

Response
35

30

25

20

15

10

Response

INTERPRETATION: -The data shows that 51% of respondents (33% strongly agree, 18%
agree) believe that 360° feedback provides a more comprehensive evaluation compared to
traditional performance appraisals. Meanwhile, 26% remain neutral, indicating mixed
perceptions or uncertainty about its effectiveness. A combined 23% (12% disagree, 11%
strongly disagree) do not view 360° feedbacks as more beneficial. This suggests that while
there is overall support for 360° feedbacks, there are still notable differences in opinions
about its advantages.
 9. Receiving feedback from peers, subordinates, and Response Percentage
supervisors is beneficial for my personal development.
Strongly Agree 16 16%
Agree 22 22%
Neutral 26 26%
Disagree 28 28%
Strongly Disagree 8 8%
Total 100 100%

Response
30

25

20

15

10

Response

INTERPRETATION: -The data indicates that 38% of respondents (16% strongly agree,
22% agree) find feedback from peers, subordinates, and supervisors beneficial for personal
development. However, 26% are neutral, suggesting they are undecided about its value.
Notably, 36% (28% disagree, 8% strongly disagree) do not find this feedback beneficial,
highlighting a significant divide in perceptions. These results suggest that while a portion of
employees’ value multi-source feedback, a considerable number remain skeptical of its
developmental impact.
 10. The 360° Performance Appraisal process is fair and Response Percentage
unbiased.
Strongly Agree 43 43%
Agree 20 20%
Neutral 15 15%
Disagree 13 13%
Strongly Disagree 9 9%
Total 100 100%

Response
50

45

40

35

30

25

20

15

10

Response

INTERPRETATION: -The data shows that a majority of respondents, 63% (43% strongly
agree, 20% agree), believe that the 360° Performance Appraisal process is fair and unbiased.
However, 15% are neutral, indicating some uncertainty. A smaller segment, 22% (13%
disagree, 9% strongly disagree), perceives the process as potentially unfair or biased. These
findings suggest a general confidence in the 360° appraisal system’s fairness, although a
notable minority remains skeptical about its impartiality.
 11. I feel comfortable giving honest feedback to my Response Percentage
colleagues in a 360° appraisal.
Strongly Agree 28 28%
Agree 2 2%
Neutral 32 32%
Disagree 5 5%
Strongly Disagree 33 33%
Total 100 100%

Response
35

30

25

20

15

10

Response

INTERPRETATION: -The data reveals that comfort levels with giving honest feedback in
a 360° appraisal are polarized. While 30% of respondents (28% strongly agree, 2% agree)
feel comfortable providing feedback, a significant 33% strongly disagree, indicating
discomfort. A notable 32% remain neutral, suggesting mixed or uncertain feelings. Only 5%
disagree without strong conviction. This highlights a divided view, with many employees
feeling hesitant or uncomfortable about openly evaluating their colleagues, reflecting
potential barriers to honest feedback.
 12. The feedback I receive through 360° appraisals is Response Percentage
constructive and actionable.
Strongly Agree 21 21%
Agree 19 19%
Neutral 8 8%
Disagree 26 26%
Strongly Disagree 26 26%
Total 100 100%

Response
30

25

20

15

10

Response

INTERPRETATION: -The data shows that only 40% of respondents (21% strongly agree,
19% agree) find the feedback received through 360° appraisals to be constructive and
actionable. In contrast, a combined 52% (26% disagree, 26% strongly disagree) do not find
the feedback helpful, indicating significant dissatisfaction. Only 8% remain neutral. This
suggests that while some value the feedback, a majority feel that it lacks constructive or
practical guidance, highlighting a need for improvement in the feedback quality and delivery.
 13. How often does your organization conduct 360° Response Percentage
performance appraisals?
Annually 12 12%
Semi-annually 32 32%
Quarterly 39 39%
Rarely 1 1%
Never 16 16%
Total 100 100%

Response
45

40

35

30

25

20

15

10

0
Annually Semi-annually Quarterly Rarely Never

Response

INTERPRETATION: -The data indicates that 360° performance appraisals are conducted
frequently in many organizations, with 39% conducting them quarterly and 32% semi-
annually. Only 12% of organizations perform these appraisals annually, while 16% never
conduct them, and 1% do so rarely. This suggests that most organizations prioritize regular
feedback cycles, enhancing the frequency of performance evaluations. However, a notable
portion still lacks a consistent approach, indicating opportunities for more structured
implementation of 360° appraisal systems.
 14. Who provides feedback in your organization's 360° Response Percentage
appraisal system?
Supervisors/Managers 3 3%
Peers 34 34%
Subordinates 13 13%
Self 18 18%
External Clients 32 32%
Total 100 100%

Response

Supervisors/Managers Peers Subordinates Self External Clients

Response

INTERPRETATION: -The data shows a diverse range of feedback providers in the 360°
appraisal system, with peers being the most common at 34%, followed by external clients at
32%. Self-assessments make up 18%, while subordinates contribute 13% of the feedback.
Surprisingly, only 3% of feedback comes from supervisors or managers. This distribution
highlights a strong emphasis on peer and external perspectives, suggesting that organizations
value diverse viewpoints, though there may be a need for more supervisory input.
 15. What is the most challenging aspect of the 360° Response Percentage
appraisal process in your opinion?
Time-consuming process 14 14%
Fear of negative feedback 20 20%
Lack of clear guidelines 23 23%
Bias in feedback 24 24%
Difficulty in implementing feedback 19 19%
Total 100 100%

Response

Time-consuming Fear of negative Lack of clear guidelines Bias in feedback Difficulty in

process feedback implementing
feedback

Response

INTERPRETATION: -The data reveals that the most challenging aspect of the 360°
appraisal process is bias in feedback, cited by 24% of respondents. This is closely followed
by a lack of clear guidelines at 23% and fear of negative feedback at 20%. Difficulty in
implementing feedback (19%) and the time-consuming nature of the process (14%) are also
notable challenges. These insights indicate that bias and unclear guidelines are key obstacles,
highlighting areas where improvements could enhance the appraisal system's effectiveness.
 16. How satisfied are you with the current 360° appraisal Response Percentage
system in your organization?
Very Satisfied 7 7%
Satisfied 24 24%
Neutral 12 12%
Dissatisfied 36 36%
Very Dissatisfied 20 20%
Total 100 100%

Response

Response

INTERPRETATION: -The data indicates that satisfaction with the current 360° appraisal
system is relatively low, with 56% of respondents expressing dissatisfaction (36%
dissatisfied, 20% very dissatisfied). Only 31% report being satisfied (24% satisfied, 7% very
satisfied), while 12% remain neutral. This suggests that the majority of employees are not
content with the existing system, pointing to potential issues in implementation, feedback
quality, or overall effectiveness that need addressing to improve satisfaction levels.
 17. In your experience, has the 360° appraisal system Response Percentage
improved communication and teamwork within your
organization?
Strongly Agree 5 5%
Agree 16 16%
Neutral 11 11%
Disagree 17 17%
Strongly Disagree 51 51%
Total 100 100%

Response

Response

INTERPRETATION: -The data reveals that a significant majority of respondents, 68%

(51% strongly disagree, 17% disagree), do not believe that the 360° appraisal system has
improved communication and teamwork within their organization. Only 21% (16% agree,
5% strongly agree) feel positively about its impact, while 11% remain neutral. These findings
suggest that, in many cases, the 360° appraisal process is not effectively fostering better
communication and collaboration, highlighting a need for reassessment and improvement of
the system.
 18. What do you think is the primary benefit of the 360° Response Percentage
performance appraisal system?
Comprehensive feedback 29 29%
Improved self-awareness 7 7%
Enhanced professional development 22 22%
Better team dynamics 33 33%
None of the above 8 8%
Total 100 100%

Response

Comprehensive Improved self- Enhanced professional Better team dynamics None of the above
feedback awareness development

Response

INTERPRETATION: -The data indicates that the primary perceived benefit of the 360°
performance appraisal system is better team dynamics, cited by 33% of respondents.
Comprehensive feedback is also valued, with 29% identifying it as the main advantage,
followed by enhanced professional development at 22%. Improved self-awareness is seen as
the primary benefit by only 7%, while 8% do not perceive any benefits. This suggests that
while team dynamics and feedback are appreciated, some employees still question the
system’s overall value.
 19. Do you believe that the 360° appraisal system aligns Response Percentage
with your organization's goals and values?
Strongly Agree 2 2%
Agree 31 31%
Neutral 40 40%
Disagree 13 13%
Strongly Disagree 14 14%
Total 100 100%

Response

Response

INTERPRETATION: -The data shows that 33% of respondents (2% strongly agree, 31%
agree) believe that the 360° appraisal system aligns with their organization’s goals and
values. However, a significant 40% are neutral, indicating uncertainty about this alignment.
Meanwhile, 27% (13% disagree, 14% strongly disagree) do not see a clear connection
between the appraisal system and their organization's objectives. This highlights a mixed
perception, suggesting that clearer communication and alignment of the system with
organizational values may be needed.
 20. Would you recommend the 360° performance Response Percentage
appraisal system to other organizations?
Yes, definitely 20 20%
Yes, with some reservations 22 22%
Neutral 19 19%
No, not really 21 21%
No, definitely not 18 18%
Total 100 100%

Response
25

20

15

10

Response

INTERPRETATION: -The data reveals mixed recommendations for the 360° performance
appraisal system. While 42% of respondents would recommend it (20% definitely, 22% with
some reservations), 39% are hesitant (21% saying "not really," 18% "definitely not"). A
neutral stance is held by 19%, reflecting uncertainty. This distribution suggests that while
many see potential in the system, reservations about its effectiveness and implementation
challenges prevent a strong, unanimous endorsement, indicating areas for improvement in its
application.
 21. Does your organization provide adequate training on Response Percentage
how to give and receive feedback in the 360° appraisal
system?
Strongly Agree 14 14%
Agree 33 33%
Neutral 21 21%
Disagree 16 16%
Strongly Disagree 15 15%
Total 100 100%

Response

Response

INTERPRETATION: -The data indicates that 47% of respondents (14% strongly agree,
33% agree) believe their organization provides adequate training on giving and receiving
feedback in the 360° appraisal system. However, 31% are either neutral or unsure, suggesting
some ambiguity about the effectiveness of the training. Meanwhile, 31% (16% disagree, 15%
strongly disagree) feel that the training is insufficient. This highlights a need for more robust
and consistent training to ensure all employees are equipped to handle feedback effectively.
 22. How do you rate the overall effectiveness of the 360° Response Percentage
appraisal system in enhancing individual performance?
Excellent 23 23%
Good 14 14%
Average 34 34%
Poor 20 20%
Very Poor 10 10%
Total 100 100%

Response

Response

INTERPRETATION: -The data shows a mixed assessment of the 360° appraisal system's
effectiveness in enhancing individual performance. While 37% of respondents rate it
positively (23% excellent, 14% good), a larger portion, 34%, considers it average. Negative
ratings comprise 30% (20% poor, 10% very poor), indicating dissatisfaction among a
significant group. This suggests that while some see value in the system, many find its impact
on performance improvement to be mediocre or lacking, pointing to areas for enhancement.
 CHAPTER 5
FINDINGS, SUGGESTION AND CONCLUSION
FINDINGS

 The age group data shows that the majority of respondents fall within the 36-45 age
range, accounting for 29% of the total. This is followed by the 56 and above age
group, representing 27%, and the 18-25 age group at 22%. The 46-55 age group
contributes 14%, while the 26-35 group is the smallest, with only 8%. This
distribution indicates a diverse age range, with a notable concentration in the middle-
aged and older demographics.
 The gender distribution of the respondents shows a slightly higher representation of
females, who make up 55% of the total, compared to males, who account for 45%.
This nearly balanced gender ratio indicates a relatively equal participation from both
genders, with a slight predominance of female respondents. The data suggests a
diverse perspective that includes views from both men and women, which can
contribute to more comprehensive insights in the analysis.
 The data on current job roles indicates that the majority of respondents are in mid-
level or managerial positions, making up 43% of the total. Entry-level or junior roles
account for 30%, while senior-level or executive roles constitute 28%. This
distribution reflects a well-rounded representation of different job levels, with a
significant portion of respondents holding mid-management positions. The presence
of both entry-level and senior-level professionals provides a comprehensive view
across various career stages.
 The data on work experience reveals that the majority of respondents have 6-10 years
of experience, accounting for 31%. Those with 2-5 years of experience follow closely
at 29%, while 22% have less than 2 years of experience. A smaller portion of
respondents, 14%, have over 15 years of experience, and only 4% have 11-15 years.
This indicates a diverse workforce, primarily consisting of mid-career professionals,
with representation from both early-career and highly experienced individuals.
SUGGESTIONS

 Ensure Confidentiality and Anonymity: To gain honest and helpful criticism, responders
must remain anonymous. Assuring participants that their replies are private and utilized for
growth will inspire more honest feedback.

 Provide Clear Guidelines and Training: Inform managers and staff about the 360°
assessment method, how to offer constructive feedback, and how to analyze feedback. Proper
training reduces biases and guarantees constructive, development-focused feedback.

 Focus on Development, Not Just Evaluation: Use the feedback primarily as a tool for
employee development rather than merely as a performance evaluation method. Highlight
areas of strength and development opportunities, and work with employees to create
actionable development plans.

 Customize the Feedback Process: Tailor the feedback questionnaire to suit different roles
within the organization. Standard questions might not be relevant for all employees, so
customizing the feedback forms ensures that the questions are meaningful and aligned with
job-specific competencies.

 Regularly Review and Update the System: Periodically review the effectiveness of the
360° feedback system to ensure it remains relevant and beneficial. Incorporate feedback
about the process itself from participants, and update the system to reflect organizational
changes or evolving job roles.

 Incorporate Multi-Source Feedback: Get input from colleagues, subordinates, superiors,

and customers, if possible. This gives a complete picture of the employee's performance and
highlights distinct views that may balance growth.
 CONSLUSION

By collecting input from peers, subordinates, supervisors, and occasionally customers, the 360°
Performance Appraisal System delivers a complete picture of an employee's performance. A
comprehensive perspective of an individual's strengths and opportunities for progress makes
this method useful for personal and professional development. The 360° assessment may
provide ongoing feedback, self-awareness, and staff development plans when executed
properly. It works best when secrecy, prejudices are minimized, and constructive criticism is
prioritized above punishment. Prioritizing staff development and refining the process may
improve the 360° assessment system, improving performance and employee engagement. By
integrating employee development with corporate goals, this method boosts individual
progress and company performance.
BIBLIOGRAPHY
BOOKS
Arthur, Diane. The Recruitment and Retention Handbook. (New York: AMACOM, 2001).

Arthur, Diane. Recruiting, Interviewing, Selecting and Orienting New Employees. (4th Ed.)
(New York: AMACOM, 2006).

Bascal, Robert. Performance Management. (New York: McGraw-Hill, 1999).

DelPo, Amy. The Performance Appraisal Handbook, Legal & Practical Rules for
Managers. (Berkeley, CA: Nolo, 2005).

Falcone, Paul. 101 Sample Write-Ups for Documenting Employee Performance

Problems. (New York: AMACOM, 1999).

Grote, Dick. The Complete Guide to Performance Appraisal. (New York: AMACOM, 1996).

Grote, Dick. The Performance Appraisal Question & Answer Book, A Survival Guide for
Managers. (New York: AMACOM, 2002)

WEBSITES

www.Google.com

www.wikepedia.com

https://www.9itech.com/
QUESTIONNAIRE
7. Has your organization implemented a 360° Performance Appraisal System?
- Yes
- No
8. I believe 360° feedback provides a more comprehensive evaluation compared to
traditional performance appraisals.
-1
-2
-3
-4
-5
9. Receiving feedback from peers, subordinates, and supervisors is beneficial for my
personal development.
-1
-2
-3
-4
-5
10. The 360° Performance Appraisal process is fair and unbiased.
-1
-2
-3
-4
-5
11. I feel comfortable giving honest feedback to my colleagues in a 360° appraisal.
-1
-2
-3
-4
-5

12. The feedback I receive through 360° appraisals is constructive and actionable.
 -1
-2
-3
-4
-5

15. What is the most challenging aspect of the 360° appraisal process in your opinion?
- Time-consuming process
- Fear of negative feedback
- Lack of clear guidelines
- Bias in feedback
- Difficulty in implementing feedback
16. How satisfied are you with the current 360° appraisal system in your organization?
- Very Satisfied
- Satisfied
- Neutral
- Dissatisfied
- Very Dissatisfied
17. In your experience, has the 360° appraisal system improved communication
and teamwork within your organization?
- Strongly Agree
- Agree
- Neutral
- Disagree
- Strongly Disagree
18. What do you think is the primary benefit of the 360° performance appraisal system?
- Comprehensive feedback
- Improved self-awareness
- Enhanced professional development
- Better team dynamics
- None of the above
19. Do you believe that the 360° appraisal system aligns with your organization's goals
and values?
- Strongly Agree
- Agree
- Neutral
- Disagree
- Strongly Disagree
20. Would you recommend the 360° performance appraisal system to other organizations?
- Yes, definitely
- Yes, with some reservations
- Neutral
- No, not really
- No, definitely not
22. How do you rate the overall effectiveness of the 360° appraisal system in enhancing
individual performance?
- Excellent
- Good
- Average
- Poor
- Very Poor