Role of 360 Degree Feedback Mechanism on Employee Performance at Barclays Plc: Upton Park Branch

By

ACKNOWLEDGEMENT

I would like to thank my supervisors, friends and family, without their support this research study would not have been possible.

DECLARATION

I adjudge that the entire content of this dissertation is entirely my own work; the content used in this dissertation has not been submitted before in any educational institution and represents my own opinion.

Signed __________________ Date _________________

ABSTRACT

In this research study, the PMS system 360 feedback was analyzed and discussed. The advantages of 360 performance management system were discussed in detail in this research study. The organization which was selected for the implementation of 360 feedback system and its impact on the employees' performance was analyzed. In the first chapter the overall summary of the research study was discussed. The purpose of conducting this research study was that to find out the role of 360 degree as a performance management system and its significance. The research method which was used for extracting out the relevant material was mixed method. In the mixed methodology the qualitative and quantitative research methods were used. In the qualitative research method the interviews were conducted and in the quantitative research method the questionnaire and correlation were used. The results that came out were positive and showed that the overall impact of the feedback mechanism on employees' performances is positive. By employing 360 feed back mechanism in Barclays the appraisal system of the bank gets stronger and more clearly Barclays management evaluates its employee's strengths and weaknesses. This helps in improving the performance of the employees more and more improved. PMS implementation in Barclays bank not only improves the organizational growth but also the productivity of the bank. Job satisfaction is a subjective belief that an employee has regarding the employment conditions with regard to the relationship between the employee and the employer. It is difficult to measure the overall degree of satisfaction that employees feel about their jobs. Thus, it can be concluded that the 360 degree feedback PMS system has significant role on improving the performance of the employees of Barclays bank.

TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

ABSTRACTIV

CHAPTER 1: INTRODUCTION1

Background of the Research1

Performance Management and Performance appraisal2

360 Feedback5

Barclays bank6

Purpose of the Study7

Research Questions7

Aims and Objective of the Dissertation7

Objectives7

Layout of the dissertation8

CHAPTER 2: LITERATURE REVIEW9

Background of 360 Feedback9

Multisource Feedback and Performance9

360-Degree Feedback Produces Change10

Multisource feedback11

Performance Management and Performance appraisal13

The Importance of Feedback to Development14

Feedback and Performance Management15

Individual Development16

Theoretical Framework16

Motivation Theories - Maslow's and the Revised Need Hierarchy17

Motivation Theories - Herzberg's and the Revised Motivation-Hygiene Theory18

Organization Theories - Barnard's and the Revised Cooperative System19

CHAPTER 3: METHODOLOGY20

Research design21

Quantitative research method22

Qualitative research method22

Data collection23

Ethical Considerations24

Confidentiality25

Literature Search25

Keywords Used26

CHAPTER 4: ANALYSIS AND DISCUSSION27

Analysis of Questionnaire Responses from employees27

Analysis of the interview responses from the managers30

Questionnaire from the customers33

Correlation between independent and dependent variables34

Discussion35

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS38

Recommendations42

REFERENCES44

APPENDIX50

Questionnaire from Employees50

Questionnaire from the management52

Questions from the customers53

CHAPTER 1: INTRODUCTION

Background of the Research

Feedback, in its various forms, constitutes a major component of what many organizations have come to know as a Performance Development or ...