Business, Management and Economics Engineering

ISSN: 2669-2481 / eISSN: 2669-249X

2024 Volume 22 Issue 01

360° DEGREE PERFORMANCE OF EMPLOYEES WITH SPECIAL REFERENCE

TO CHRISTY FRIEDGRAM INDUSTY, TIRUCHENGODE

Mr. K.Sivasubramni1, S. Ajitha2, V. Vinothini3, B. Harishprabhu4, M. Sangeeth5, S.

Kavin6, S. Dhinakar7, V. Mohanraaj8, P. Sugavan9, V M. Pranesh Kumar10

1Assistant Professor, Department of Master of Business Administration, KSR College of

Engineering (Autonomous), Tiruchengode
2,3,4,5,6,7,8,9,10 II MBA, KSR College of Engineering (Autonomous), Tiruchengode

ABSTRACT
A 360-Degree performance appraisal is a multisource assessment tool that incorporates
feedback from all who observe and are affected by the performance of a candidate. This method
is most commonly used for the evaluation of performance of the employees. A 360-degree
performance appraisal is also known as multi rater feedback, multilateral feedback, multisource
feedback. It is an industrial psychology in HRM. Most often 360-degree feedback will include
direct feedback from an employee, subordinates, colleagues (peers), and supervisors, as well
as self-evaluation. It is a type of employee performance review. Organizations differ in their
approach to 360 - degree feedback. For some it is a developmental tool that employees are
expected to use to further develop their personal and interpersonal skills.

KEYWORDS: -360-Degree Performance Appraisal, Employee Performance, Multisource

assessment, Self-Evaluation, Feedback.

INTRODUCTION
In today's competitive business landscape, organizations seek ways to enhance performance
and maintain competitiveness. An essential aspect of achieving this goal lies in effectively
appraising employee performance. Traditional methods often fall short in providing
comprehensive assessments. In response, organizations increasingly adopt 360-degree
performance appraisal—a holistic approach that gathers feedback from various sources,
offering a well-rounded view of an employee's performance. However, best practices and
technology adoption can mitigate these issues. Moreover, 360-degree feedback aligns with
contemporary HR trends, emphasizing employee development and engagement. Research
indicates its positive impact on motivation, job satisfaction, and retention. In summary, 360-
degree performance appraisal represents a paradigm shift, providing organizations with
valuable insights for fostering continuous improvement and excellence. The concept of 360-
degree performance appraisal has gained significant popularity in recent years due to its
potential to provide a more accurate and unbiased assessment of employee performance. By
incorporating feedback from a diverse range of sources, organizations can gain valuable
insights into an employee's skills, competencies, and behaviors that may not be apparent
through traditional evaluation methods. Additionally, 360-degree feedback promotes a culture

Copyright © 2024 The Author(s). Published by Vilnius Gediminas Technical University 1448
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org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and
source are credited.
 Mr. K.Sivasubramni
Business, Management and Economics Engineering, 2024 Volume 22 Issue 1, ISSN: 2669-2481 / eISSN: 2669-249X 1449

of transparency, openness, and continuous improvement within the organization, as employees

receive feedback from multiple sources for growth.
The implementation of 360-degree performance appraisal requires careful planning,
effective communication, and the establishment of clear objectives and criteria for evaluation.
Organizations must ensure that the feedback collected through the process is constructive,
relevant, and actionable, and that employees feel supported in their professional development
efforts. Despite these challenges, organizations can overcome them by implementing best
practices and strategies for 360-degree performance appraisal. This may include establishing
clear guidelines and expectations for feedback providers, offering training and support for both
employees and managers involved in the process, and regularly reviewing and refining the
appraisal process to ensure its effectiveness and relevance to organizational goals. Moreover,
organizations can leverage technology and software solutions to streamline the feedback
collection and analysis process, enhance anonymity and confidentiality, and facilitate ongoing
communication and dialogue among stakeholders.Furthermore, the adoption of 360-degree
performance appraisal aligns with contemporary trends in human resource management,
emphasizing the importance of employee development, engagement, and empowerment. In
today's knowledge-based economy, organizations recognize that their most valuable assets are
their employees, and investing in their growth and development is essential for long-term
success. 360-degree feedback provides employees with a voice in the evaluation process,
empowering them to contribute to their own performance assessment and take ownership of
their professional development journey.

OBJECTIVES OF THE STUDY

 To Identify the effectiveness of implementing a 360-degree performance appraisal
system
 To Identify and analyze the factors influencing employee engagement, job satisfaction
 To Assess the effectiveness of the 360-degree performance appraisal system

SCOPE OF STUDY
This study investigates the effectiveness of the 360-degree performance appraisal system
within Christy Friedgram Industry, focusing on its impact on talent acquisition, skill
development, and organizational culture. Specifically, the research aims to assess the system's
role in attracting and selecting suitable talent for projects, examining its contribution to
enhancing employees' skills and knowledge aligned with project requirements.

RESEARCH METHODOLOGY
Research Design:
The research design refers to the overall strategy that you choose to integrate the different
components of the study in a coherent and logical way, thereby ensuring you will effectively
address the research problem.

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INDUSTY, TIRUCHENGODE

DATA COLLECTION:
Primary Data:
Primary data is the data that is collected for the first time through personal experiences or
evidence, particularly for research. It is also described as raw data or first-hand information.
Secondary Data:
Secondary data is research data that has previously been gathered and can be accessed by
researchers. Secondary data is data collected by someone other than the actual user.
SAMPLING METHOD:
Here I took the sampling which is applied on this organization is Convenience Sampling
Method.
SAMPLING SIZE:For this study I took respondents116as my sample who all are working in
the organization.
STATISTICAL TOOLS:
 Percentage Analysis
 Correlation analysis
 Chi- Square analysis
 ANOVA

PERCENTAGE ANALYSIS

Percentage analysis in a project involves expressing various components or parts of the project
as a percentage of the whole.

(No of respondents)
%= X 100
(Total no of respondents)

CORRELATIONANALYSIS:

Correlation refers to a statistical measure that describes the extent to which two variables
change together.

∑xy
r=
(∑x2) (∑y2)

CHI-SQUARE ANALYSIS:

The chi-square test is a statistical test used to determine if there is a significant association
between two categorical variables.

(O𝐛𝐬𝐞𝐫𝐯𝐞𝐝 𝐯𝐚𝐥𝐮𝐞 – E𝐱𝐩𝐞𝐜𝐭𝐞𝐝 𝐯𝐚𝐥𝐮𝐞)2

X2=Σ
E𝐱𝐩𝐞𝐜𝐭𝐞𝐝 𝐯𝐚𝐥𝐮𝐞
ANOVA:
 Mr. K.Sivasubramni
Business, Management and Economics Engineering, 2024 Volume 22 Issue 1, ISSN: 2669-2481 / eISSN: 2669-249X 1451

ANOVA is a statistical method used to analyze the differences between the means of two or
more groups or treatments.

f = MSB / MSE
DATA ANALYSIS AND INTERPRETATION
DEMOGRAPHIC CLASSIFICATION OF RESPONDENTS
BASIC FACTOR No Of Respondents % Of Respondents
Male 82 79
GENDER
Female 34 21
25-30 YEARS 30 26%
30-35 YEARS 30 26%
AGE 35-40 YEARS 25 21%
40- 45 YEARS 17 15%
45 & ABOVE 14 12%
MARITAL MARRIED 90 77%
STATUS UNMARRIED 26 23%
HSC 41 35%
UG 47 40%
EDUCATION
PG 8 7%
UNEDUCATED 20 18%
VERY POSITIVELY 25 21%
SATISFACTION POSITIVELY 44 38%
LEVEL NEUTRAL 36 31%
NEGATIVELY 11 10%

For this above table Majority of the 83% respondent are male.Majority of the 25% of the
respondents are 25-30 and 30-35 years.Majority 77% of the respondents are married.Majority
47% of the respondents have completed UG.Majority38% of the respondents have positive
satisfaction on their job.

CORRELATION BETWEEN LEVEL OF ENGAGEMENT AND JOB

SATISFACTION
Influenced your job
Level of engagement
satisfaction?
Pearson Correlation 1 0.129
Level of
Sig. (2-tailed) 0.168
engagement
N 116 116
Pearson Correlation 0.129 1

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INDUSTY, TIRUCHENGODE

Influenced your Sig. (2-tailed) 0.168

job satisfaction? N 116 116

The correlation coefficient between level of engagement and job satisfaction is 0.129. The p-
value associated with this correlation is 0.168,suggesting that this correlation is not statistically
significant at the conventional significance level of 0.05. There is a true relationship between
level of engagement and job satisfaction in the population.

CORRELATION BETWEEN FACTOR NEGATIVELY IMPACT JOB

SATISFACTION AND AREAS OF IMPROVEMENT
Areas
do
you
think
need
impr
Factors that negatively
ovem
impact your job
ent to
satisfaction
effect
ively
addre
ss
attriti
on
Pearson
Correlat 1 0.602
Factors that negatively impact your job ion
satisfaction within Christy Friedgram Sig. (2-
Industry? <.001
tailed)
N 116 116
Pearson
Correlat 0.602 1
Areas do you think need improvement to
ion
address attrition within Christy
Sig. (2-
Friedgram Industry? <.001
tailed)
N 116 116
With a coefficient of 0.602. The associated p-value is less than 0.001, indicating a highly
significant relationship. This suggests that employees who experience factors negatively
impacting their job satisfaction are likely to identify similar areas for improvement within the
organization that can effectively address attrition.
 Mr. K.Sivasubramni
Business, Management and Economics Engineering, 2024 Volume 22 Issue 1, ISSN: 2669-2481 / eISSN: 2669-249X 1453

CHI – SQAURE TEST BETWEEN ATTRITION RATES AND APPRAISAL SYSTEM

Value df Asymptotic Significance (2-sided)
Pearson Chi-Square 74.460a 9 <.001
Likelihood Ratio 74.04 9 <.001
Linear-by-Linear Association 4.443 1 0.035
N of Valid Cases 116
The Chi-square value of 74.460 with 9 degrees of freedom yields a p-value of less than 0.001,
indicating strong evidence against the null hypothesis of independence.These findings imply
that employees' beliefs about the appraisal system may influence attrition rates.

CHI – SQAURE TEST BETWEENEMPLOYEE PARTICIPATION IN SURVEYS AND

EMPLOYEE NEEDS AND CONCERNS.

Value df Asymptotic Significance (2-sided)

Pearson Chi-Square 200.251a 9 <.001
Likelihood Ratio 171.401 9 <.001
Linear-by-Linear Association 90.104 1 <.001
N of Valid Cases 116

Chi-square value of 200.251 and 9 degrees of freedom, the associated p-value is less than 0.001,
indicating strong evidence against the null hypothesis of independence. This suggests that
employees who participate more frequently in surveys or feedback mechanisms are more likely
to perceive them as effective in capturing their needs and concerns.
ANOVA TEST BETWEEN EDUCATION AND THE SATISFACTION

Sum of Squares df Mean Square F Sig.

Between Groups 4.837 3 1.612 1.459 0.23
Within Groups 123.741 112 1.105
Total 128.578 115
The ANOVA test results indicate that there is no significant difference in job satisfaction levels
among different education levels, as evidenced by a non-significant F-statistic (F = 1.459, p =
0.23). This suggests that education level does not have a significant impact on job satisfaction
within the sample population.
ANOVA TEST BETWEEN THE AGE AND LEVEL OF ENGAGEMENT

AGE Sum of Squares df Mean Square F Sig.

Between Groups 90.286 4 22.572 21.738 <.001
Within Groups 115.257 111 1.038
Total 205.543 115
The ANOVA test results indicate a significant relationship between age and level of
engagement, as evidenced by a highly significant F-statistic (F = 21.738, p < .001). This
suggests that age significantly influences the level of engagement among employees within the

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INDUSTY, TIRUCHENGODE

sample population. The Levene test for homogeneity of variances indicates that the assumption
of equal variances across age groups is violated, implying unequal variances across age
categories.

FINDINGS

 Majority of the 83% respondent are male.

 Majority of the 25% of the respondents are 25-30 and 30-35 years.
 Majority 77% of the respondents are married.
 Majority 47% of the respondents have completed UG.
 Majority 38% of the respondents have positive satisfaction on their job.
 The correlation coefficient between level of engagement and job satisfaction is 0.129.
The p-value associated with this correlation is 0.168, suggesting that this correlation is
not statistically significant at the conventional significance level of 0.05. There is a true
relationship between level of engagement and job satisfaction in the population.
 The correlation coefficient between level of engagement and job satisfaction is 0.129.
The p-value associated with this correlation is 0.168,suggesting that this correlation is
not statistically significant at the conventional significance level of 0.05. There is a true
relationship between level of engagement and job satisfaction in the population.
 The chi-square value of 74.460 with 9 degrees of freedom yields a p-value of less than
0.001, indicating strong evidence against the null hypothesis of independence. These
findings imply that employees' beliefs about the appraisal system may influence
attrition rates.
 Chi-square value of 200.251 and 9 degrees of freedom, the associated p-value is less
than 0.001, indicating strong evidence against the null hypothesis of independence. This
suggests that employees who participate more frequently in surveys or feedback
mechanisms are more likely to perceive them as effective in capturing their needs and
concerns.
 The ANOVA test results indicate that there is no significant difference in job
satisfaction levels among different education levels, as evidenced by a non-significant
F-statistic (F = 1.459, p = 0.23). This suggests that education level does not have a
significant impact on job satisfaction within the sample population.
 The ANOVA test results indicate a significant relationship between age and level of
engagement, as evidenced by a highly significant F-statistic (F = 21.738, p < .001). This
suggests that age significantly influences the level of engagement among employees
within the sample population.

SUGGESTION

 Conduct a thorough literature review to understand the theoretical framework and

previous research findings related to 360-degree performance appraisal systems.

 Use both qualitative and quantitative research methods such as surveys, interviews, and
statistical analysis to gather data from employees at Christy Friedgram Industry.
 Mr. K.Sivasubramni
Business, Management and Economics Engineering, 2024 Volume 22 Issue 1, ISSN: 2669-2481 / eISSN: 2669-249X 1455

 Compare the current state of employee engagement, job satisfaction, and attrition
before and after the implementation of the 360-degree performance appraisal system.

 Identify potential factors that may influence these outcomes based on literature review
and discussions with HR professionals.

 Use statistical techniques such as regression analysis to identify the most significant
factors affecting employee engagement, job satisfaction, and attrition.

CONCLUSION

In conclusion, this study aimed to investigate the effectiveness of implementing a 360-degree

performance appraisal system at Christy Friedgram Industry and its impact on employee
engagement, job satisfaction, and attrition. Through a comprehensive analysis of the objectives
outlined, several key findings have emerged. The implementation of a 360-degree performance
appraisal system has shown promising results in addressing employee engagement, job
satisfaction, and attrition. The study identified various factors influencing employee
engagement, job satisfaction, and attrition, highlighting the importance of factors such as
leadership, communication, career development opportunities, and work-life balance. The 360-
degree performance appraisal system serves as a valuable tool for identifying and addressing
these factors by providing actionable insights into areas needing improvement.

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INDUSTY, TIRUCHENGODE

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