The Factors Affecting the Implementation of 360 Degree Feedback on Organizational Performance for Selected Companies Located in Arusha

International Journal of Research and Innovation in Social Science (IJRISS) | Volume IV, Issue VII, July 2020 | ISSN 2454–6186

The Factors Affecting the Implementation of 360 Degree Feedback on Organizational Performance for Selected Companies Located in Arusha

Ndalahwa Musa Masanja, PhD¹, Adelphina Rweyemamu^2
1Lecturer-University of Arusha, Tanzania
²University of Arusha, Tanzania

Abstract:- The study examines the factors affecting the implementation of 360 degree feedback on the organizational performance for selected companies in Arusha. The study had one specific objective. This objective was to determine the factors affecting the implementation of 360 degree feedback as a mechanism to enhance organizational performance for selected companies located in Arusha. The study used quantitative approach where by the research design was descriptive in nature. The targeted population originated from employees from different private companies located in Arusha. The targeted population came from fro various private companies in different sectors to gain a broad perspective of 360 degree feedback in Tanzania. According to the data analysis purported by empirical evidence, we can conclude that there are significant factors affecting organizational performance for selected companies located in Arusha. In this case, the management of private companies should be promote and encourage 360 degree activities and process in the organization.

I. INTRODUCTION

There are several performance appraisal systems applied in different organizations national wide and globally. One of the performance appraisal systems is the 360-degree feedback system. A 360-degree feedback refers to a process through which feedback is gathered from employees, colleagues and supervisors (Anand, Bardrinath, Manjula & Nallisai, 2018). At the same time, feedback is sought from external parties as well. These are external parties who interact with the employee such as the customers, supplies and other involved stakeholders. Furthermore, 360-degree feedback is also known as multi-rater feedback, multi source feedback or even multi source assessment (Bracken, Rose & Church, 2016). The basis for this name is due to the fact that it is an performance appraisal system which solicit feedback regarding the employees behavior and attitude from various perceptions. These perceptions include subordinates, same level employees and supervisors. As a result, 360-degree feedback is compared and contrasted with downward feedback conducted when supervisors and management evaluates employees or even upward feedback administered to employees to provide performance feedback on supervisors or superiors in the organization (Ali, 2016; Basu, 2015).

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