and development of skills eventually creating business leaders possessing exceptional business acumen with the ability to inspire people and prepare them for future challenges.
The discipline of Human Resource Management introduced various methodologies for managing employee performance, these tools ranged from performance appraisals based on rating scales to objective setting and later on performance surveys were introduced. An essential element of these appraisals was the performance feedback given to the employee after the actual appraisal based on which development efforts were planned by the incumbent supported by the Human Resource department (Greenhaus et al., 2009). The distribution of rewards after the performance appraisal or resulting promotions made this area an important aspect for the employee hence the human element of biasness diluted the traditional appraisal process. To avoid the evils of biasness mostly exhibited by the supervisor and resulting disagreements from the subordinates, performance feedback was taken from multiple sources and 360 degree feedback technique was adopted by numerous organizations.
The 360 feedback process reveals the blind spots in behavioral characteristics of the subject by collecting anonymous feedback from multiple sources usually termed as supervisor (s), subordinate(s), peers and customers. The process gives an effective account of one’s performance, highlighting the development areas without much biasness and since the feedback is coming from multiple sources there is a lesser probability that the subject would disagree with the results.
The process itself is composed of three stages, preparation and initiation, collection of feedback and development stage. The first stage includes identification of working relationships within the organization determining the important factor of ‘who would rate who’, behavioral clusters are identified with each having a set of probing questions along with rating criteria;