Role of 360 degree feedback mechanism on employee performance management in British Airways

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TABLE OF CONTENTS

CHAPTER # 1: INTRODUCTION1

Purpose of the Study2

Research Question2

Aims and Objective of Dissertation3

CHAPTER # 2: LITERATURE REVIEW4

Scope of the Study4

Conceptual underpinnings5

Employee Satisfaction and Use of Performance Appraisals6

360-Degree Feedback Appraisal Use and Organizational Effectiveness8

Perceived Usefulness of Feedback10

The role of 360-degree feedback in creating actionable learning across cultures12

Goal Setting and 360-Degree Feedback Appraisal14

REFERENCES16

BIBLIOGRAPHY18

CHAPTER # 1: INTRODUCTION

The 360-degree feedback appraisal, also known as multi-ratter feedback, is one of the most common forms of leadership evaluation used for developmental and/or employee appraisal purposes (Leanne et al., 2007 285). According to Undung and Guzman (2009), other terms used to describe the 360-degree feedback appraisal are multilevel and full circle feedback. She describes the process as gathering and listening to the perceptions of those who are able to observe one's behaviours and skills. Additionally, Wilson notes that the feedback process can be either formal, using a psychometrically tested instrument, or informal, using a few open-ended questions. Robert and Nancy (2010) describe the 360-degree feedback appraisal as a full perspective of feedback used to allow employees being appraised to see their performance as others see them. The basis of the 360-degree feedback appraisal is to get multiple feedbacks not just from the "boss," but from peers and clients as well.

The 360-degree feedback appraisals can be used for developmental as well as administrative performance appraisal purposes. According to Reilly and Vasilopoulos (1996), for developmental usage, the goal is to gather sound data presented in a coaching session with the intent of designing a plan for further leadership development. One of the foci of human resource management today has been to increase attention on the opportunities for performance improvements of leadership, and the 360-degree feedback appraisals are often incorporated as an aspect of a leadership developmental program (London 2002 128).

According to London (2002), 360-degree feedback appraisals gained much attention as a result of the emphasis on total quality management (TQM), designed to increase or reclaim a company's competitive advantage. The 360-degree feedback appraisal is typically used as a tool intended to provide supervisors with perceptions of the company's performance from peers, customers, suppliers, subordinates, and bosses (London 2002 128). The 360-degree feedback appraisal approach is based on the tenet that little change can be expected without feedback and that by providing the feedback via different constituents (i.e., peers, subordinates, bosses, and clients), some very powerful and useful information can surface (London 2002 128). London and Beatty point out that the 360-degree feedback appraisal can point towards the how of a supervisor and not just what that a boss would see. The how is a result of the perspectives of the supervisors' subordinates being included in the feedback.

Purpose of the Study

The purpose of this study is to investigate whether perceived accountability for the use of data from a 360-degree feedback appraisal program will increase the participants' engagement in goal setting and professional development activities in British Airways.

Research Question

Research Question 1: If held accountable, do participants ...