EXPLORING THE EFFICACY OF 360-DEGREE PERFORMANCE APPRAISAL SYSTEMS IN INFORMATION TECHNOLOGY INDUSTRIES

Renjitha S. V; Priya K

doi:10.29121/shodhkosh.v5.i6.2024.5671

Authors

Renjitha S. V Research Scholar, PG and Research Department of Commerce, Vivekanandha College of Arts and Science for Women, (Autonomous) Tiruchengode, Namakkal, Affiliated to Periyar University.
Dr. Priya K Guide & Assistant Professor, PG and Research Department of Commerce, Vivekanandha College of Arts and Sciences for Women, (Autonomous), Tiruchengode, Namakkal, Affiliated to Periyar University.

DOI:

https://doi.org/10.29121/shodhkosh.v5.i6.2024.5671

Keywords:

Ambiguity in the Appraisal Criteria, Decision Making, Employee Development, Employee Engagement, Fairness and Feedback Sources

Abstract [English]

In the rapidly evolving landscape of Information Technology (IT) industries, the traditional top-down performance appraisal systems often struggle to capture the nuanced contributions and dynamics of modern workplace environments. The study intends to analyze the entire influence of multi-rater feedback systems on employee performance, organizational culture, and overall productivity. It will consider feedback from supervisors, peers, subordinates, and clients to gain a thorough understanding of the effects. The research aims to uncover the complexities of adopting 360-degree assessment in IT environments. It will explore the benefits, obstacles, and best practices associated with this appraisal approach. This study aims to provide practical insights for HR practitioners, managers, and organizational leaders in the IT industry who are looking to improve performance evaluation processes. It focuses on the specific challenges and concerns of establishing 360-degree appraisal systems in this dynamic sector.

References

Armstrong, M., & Baron, A. (2005). Managing Performance: Performance Management in Action. CIPD Publishing.

Bernardin, H. J., & Beatty, R. W. (1984). Performance appraisal: Assessing human behavior at work. Kent Publishing Company.

Bracken, D. W., Timmreck, C. W., & Church, A. H. (2001). The handbook of multisource feedback: The comprehensive resource for designing and implementing MSF processes. Jossey-Bass.

Cardy, R. L., & Dobbins, G. H. (1994). Performance appraisal: Alternative perspectives. South-Western Pub.

Fletcher, C. (2001). Performance appraisal and management: The developing research agenda. Journal of Occupational and Organizational Psychology, 74(4), 473-487. DOI: https://doi.org/10.1348/096317901167488

Kavanagh, M. J., & Thite, M. (2009). Human Resource Information Systems: Basics, Applications, and Future Directions. Sage Publications.

Landy, F. J., & Farr, J. L. (1980). Performance rating. Psychological Bulletin, 87(1), 72-107. DOI: https://doi.org/10.1037//0033-2909.87.1.72

London, M. (2003). Job feedback: Giving, seeking, and using feedback for performance improvement. Lawrence Erlbaum Associates.

Malhotra, N. (2012). Performance Appraisal of Indian Public Sector Banks. SSRN , 1-18.

Murphy, K. R., & Cleveland, J. N. (1995). Understanding performance appraisal: Social, organizational, and goal-based perspectives. Sage Publications.

Prowse, P., & Prowse, J. (2009). Performance Appraisal: An Organizational Perspective. Routledge.

Rabiya T. S. Sange (2015), progressive importance of the drivers of the employee engagement, Indian Journal of Science and Technology, 8(S4), 299–308. DOI: https://doi.org/10.17485/ijst/2015/v8iS4/71222

Ritchie, Jane; Lewis, Jane & Elam, Gillian (2003). Designing and selecting samples. In Jane Ritchie& Jane Lewis (Eds.), Qualitative research practice. A guide for social science students and researchers (pp.77-108).

Rynes, S. L., Gerhart, B., & Parks, L. (2005). Personnel psychology: Performance evaluation and pay for performance. Annual Review of Psychology, 56, 571-600. DOI: https://doi.org/10.1146/annurev.psych.56.091103.070254

Simon al., (2012), the influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance Test of a model. International Journal of Manpower. 33(7), 840–53. DOI: https://doi.org/10.1108/01437721211268357

Steelman, L. A., & Rutkowski, K. A. (2004). Moderators of the relationship between exercise and mood changes: Gender, exertion level, and workout duration. Psychology and Health, 19(4), 491-506. DOI: https://doi.org/10.1080/08870440310001613509

Susanne Geister and Udo Konradt (2006), Effects of Process Feedback on Motivation, Satisfaction, and Performance in Virtual Teams, Small Group Research, 37(5), 459-489. DOI: https://doi.org/10.1177/1046496406292337