3600 Feedback
This is an all-round appraisal instrument that involves receiving employees' feedbacks from their peers, customers, subordinates, and superiors. It is an effective appraisal instrument especially in a workforce that takes criticism of its performance positively. Employees provide feedback on the performance of their colleagues and their supervisors (Rao, 2004). Feedback is also received from customers who interact with these employees on a regular basis. The feedbacks are given confidentially and cannot be directly traced back to a particular employee. This helps in promoting honesty and sincerity amongst the involved parties and, therefore, ensuring that accurate feedback is given. The feedback is received by a manager, analyzed, and then communicated to the employees. Employees may also be allowed to rate their personal performances.
Rationale for the Instrument
The 360 degrees performance appraisal instrument is effective in career coaching and identification of strengths and weaknesses of individual employees. In this case, the management can note the specific factors that need to be improved in the workforce. It makes it easy, therefore, for management to focus efforts on improving known weaknesses that impede productivity (Rao, 2004). The multiple sources of feedback enhance the chances of having accurate appraisals and as such, rewarding deserving employees in institutions where appraisals are accompanied by rewards.
Advantages of 360 Degree Feedback
This is one of the most used instruments of performance appraisal. If properly implemented, the instrument has more advantages than disadvantages to all the organization and employees. One of the merits of this instrument is that it gives employees a deeper self-awareness by letting them know how their colleagues and customers perceive them. This is important especially if the employees do not take reviews from others personal and use them to improve their productivity (Wang & King, 2009). The 360 degrees approach also helps employees to understand the impact of behavior on their personal productivity and efficiency of the organization. The understanding is important because it not only reiterates to the employees their importance to the organization; it also motivates them and makes them feel appreciated. Finally, the instrument improves communication in an organization and encourages productive feedback as a norm in the organization. Furthermore, it can act as a driver for change in the organization to both individuals and the organization as a whole.
Disadvantages of 3600 Feedback
The 360-degree appraisal approach has a few limitations that can hinder the achievement of the appraisal objective. Some these limitations include situations where employees and customers give dishonest feedbacks. This is common in organizations that do not employ confidentiality in receiving feedbacks. For instance, where managers receive one on one feedback from employees, they are likely to give only positive reviews on their colleagues. The approach can also affect employees’ motivation especially if not properly implemented (Wang & King, 2009). For instance, if the results of the appraisal exercise are used to determine pay and promotions, some employees can intentionally give unfair review on their colleagues to hinder their promotion.
3600 Feedback and ADDIE model.
The 360-degree feedback instrument is useful in the ADDIE model. The results of the appraisal exercise can be used in the ADDIE model to develop a training program that solves the problems that will have been identified through 3600 feedback (Rao, 2004). The feedback received using this appraisal instrument is elaborate and effective in setting the objective of a training program for the employees. The results of the appraisal exercise are very useful in the Analysis stage of ADDIE. They provide the necessary data and information for the ADDIE model to use in setting up training goals (Wang & King, 2009). Once the objectives are set, the Designing and Development of the program can now be carried out in a manner that will suit the set objective. Once development is complete, the program is implemented, and its success can be evaluated using the 3600 feedback approach (Wang & King, 2009). The appraisal is, therefore, helpful to the ADDIE model.
References
Rao, R. (2004). 360 Degree Feedback & Performance Management System, (2nd ed.). New Delhi: Excel Books India.
Wang, V., & King, K. (2009). Fundamentals of human performance and training. Charlotte, NC: Information Age Pub.
