Discuss about the Employee resistance to the organizational change.
The current business scenario is becoming more employees centric and effectively considering the welfare of them. On the other hand, performance enhancement of the employees is also being taken care of. The key objective of initiating performance management by the business organizations is to determine the performance of the employees along with their effectiveness in the workplace (Anitha 2014, pp. 308). It enables the business organizations to identify the strengths and weaknesses of the employees and appraise them accordingly. One of the most effective and popular appraisal method used by the contemporary business organizations is the 360 degree feedback mechanism. This mechanism is becoming more popular in the recent time due to the reason that it provides holistic and compete feedback of the employees.
This mechanism works on the feedback generated from different stakeholders in the organization regarding the performance of a particular employee. In this case, the feedback from both the superiors and subordinates of the employees is being gathered in order to have holisticinformation regarding the employees (Espinilla et al. 2013, pp. 459-471). Thus, using of the 360 degree feedback mechanism helps in reducing the biasness in appraising the performance of the employees. In some cases, external stakeholders such as the customers are also being involved in providing feedback of the employees.
This report will discuss about the effectiveness of 360 degree feedback mechanism in improving the performance of the employees. Variousscholarly articles will be used in order to evaluate the effectiveness of the 360 degree feedback mechanism. In addition, the reasons of not able to successfully implementing the 360 feedback in Sahra LLC will also be discussed. This report will provide a few recommended steps in order to enhance the effectiveness of the 360 feedback mechanism in Sahra LLC.
There are various authors who are given the feedback regarding the use and effectiveness of the 360 degree appraisal system. However, majority of them are having the opinion that initiation of the 360 degree feedback mechanism will have favorable implication on the business performance as well as on the organizational performance. According to Bracken and Church (2013), initiation of the 360 degree appraisal system will help in capitalizing unrealized potentiality of the employees. This is due to the reason that initiation of the 360 degree appraisal system will help the business organizations to get to know the hidden talents of the employees, which are not known earlier. Subordinates and the superiors working with the particular employee will be able to identify the hidden talents. Thus, with the help of the 360 degree appraisal system, these talents and potentiality will get communicated to the upper level management . Management can able to initiate strategies in order to further enhance the hidden talents of the employees and it will in turn improve the productivity of the employees.
There are some other authors who have given the opinion that initiation of the 360 degree feedback mechanism will help in having an effective and ideal mode of learning in the organization (Tee and Ahmed 2014). This is due to the reason that 360 degree feedback mechanism will help the upper level management to determine the negatives and positives of the employees. Moreover, the authors have also stated that initiation of the 360 degree feedback mechanism will help the upper level management to learn about the performance of the employees and what could be done in enhancing the performance of them. Thus, according to the authors, initiation of the 360 degree feedback mechanism helps in having learning and knowledge environment in the organization. in addition, with the identification of the diverse knowledge about the employees, the learning environment in the organization will be more varied and effective. This will also help in improving the performance of the employees due to the reason that having effective learning environment in the organization will enable the employees to have their issues gets solved more effectively.
According to the authors, 360 degree feedback system also helps in generating the feedback of the employees. In addition, the authors have also stated that having the 360 degree feedback mechanism will help in having holistic review about the performance of the employees. Moreover, another advantage to be gained from the initiation of the 360degree feedback mechanismis the opportunity to gather the information regarding the employees from different sources. The information is more complete and holistic in nature. It will help the upper level management to review and appraise the performance of the employees more holistically. Employees will be appraised according to their performance and effectiveness in their workplace. This will make the appraisal program more effective and employees will be more motivated when they will get appraised according to their performance. Increase in the level of the motivation will help to improve the performance of them.
According to Campion, Campion and Campion (2015), initiation of the 360 degree performance appraisal will help in enhancing the entire process of performance management. This is due to the reason that compared to the traditional mode of performance appraisal; 360 degree feedback system is more effective and holistic in nature. The authors have stated thatperformance of the employees can only be enhanced when they will be given appraisal according to their performance in their workplace. In the case of the traditional appraisal model, employees are being judged only by the upper level management. Thus, the appraisal process may get biased or having one sided information. This may lead to the ineffective appraisal for the employees. On the other hand, the authors have also stated that with the help of the 360 degree feedback mechanism, diverse information can be gained. Moreover, it also enables the management to match the diverse ideas gathered from different stakeholders. This will reduce the chance of having any biasness in the appraisal process and will help the organization in enhancing entire process of performance management.
Authors such as Rai and Singh (2013) have stated that there is a direct relationship between the 360 degree feedback mechanism and employee performance. According to the authors, initiation of the 360 degree mechanism in the performance appraisal process helps in having organizational justice. This is mainly due to the reason that initiation of the 360 degree feedback mechanism will involve both the internal and external stakeholders and thus, the probability of having fair and transparent process of appraisal is more. The more organizational justice will be offered, the more fair and transparent will be the process of performance appraisal, and employee performance will get more improved. Moreover, according to the authors, 360 degree feedback mechanism is the most effective among all the available methods of performance appraisal. This will involve the maximum number of the stakeholders in the appraisal process. Providence of the organizational justice will help to treat all the employees equally and this will create positive impression among the employees. Therefore, having the 360 degree feedback mechanism influence the performance of the employees and is having direct relationship between these two.
Sahra LLC is one of the major conglomerates based in Muscat. They are having their market presence in different business sectors such as beauty products, cleaning products and health products. Being a major business organization in Muscat, they are having good number of employees in place belonging from different social and cultural backgrounds (Karkoulian, Assaker and Hallak 2016, pp. 1862-1867). However, in the due course of their operation, they had faced the issues of resistance in implementing the 360 degree feedback system in the organization. The resistance was mainly originated from the side of the employees. Ultimately, it was discontinued in the organization two years ago. Thus, this is one of rare examples where employees resisted the implementation of the 360 degree feedback mechanism.
The 360 degree feedback system was not implemented successfully due to the reason that, all the employees are not communicated properly about the implementation of the system. Thus, the employees were reluctant about the benefits of the system and thus resisted. It is aso identified that the older system was not implemented in a holistic basis and thus all the internal stakeholders were not having the access to rate others. This also caused dissatisfaction among the lower level employees.
Sahra LLC, two years ago failed to implement 360 degree feedback due to the resistance and lack of cooperation with the system, which led to stop it. But later, the company again decided to use this system despite its failure. However, they have initiated a new way in implementing the sysem in place. The steps followed are:
There are various reasons being identified behind the failed attempt of implementing the 360 degree feedback mechanism in Sahra LLC.
Conclusion
Thus, it can be concluded that 360 degree feedback mechanism is one of the most effective forms of feedback generating systems for the business organizations. This report discussed about the effectiveness of the 360 degree feedback mechanism in Sahra LLC. It is discussed in this report that Sahra LLC is having number of issues being faced by them, which caused in the failure of the implementation process of the feedback mechanism. Different challenges being faced by them are discussed in this report. In accordance to these challenges, there are some recommended steps also discussed in this report. it is expected that the effective implementation of the discussed recommended steps will help them in having an efficient 360 degree feedback mechanism in place. In relation to the scholarly articles used in this report, it can be concluded that initiation of the 360 degree feedback mechanism will have majority of the positive implications on the organization.
Reference
Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management, 63(3), p.308.
Bach, S., 2013. Performance management. Managing human resources: Human resource management in transition, pp.221-342.
Baker, A., Perreault, D., Reid, A. and Blanchard, C.M., 2013. Feedback and organizations: Feedback is good, feedback-friendly culture is better. Canadian Psychology/Psychologie Canadienne, 54(4), p.260.
Bateh, J., Castaneda, M.E. and Farah, J.E., 2013. Employee resistance to organizational change. International Journal of Management & Information Systems (Online), 17(2), p.113.
Bracken, D.W. and Church, A.H., 2013. The” new” performance management paradigm: capitalizing on the unrealized potential of 360 degree feedback. People and Strategy, 36(2), p.34.
Campion, M.C., Campion, E.D. and Campion, M.A., 2015. Improvements in performance management through the use of 360 feedback. Industrial and Organizational Psychology, 8(1), pp.85-93.
Espinilla, M., de Andrés, R., Martínez, F.J. and Martínez, L., 2013. A 360-degree performance appraisal model dealing with heterogeneous information and dependent criteria. Information Sciences, 222, pp.459-471.
Gong, Y., Wang, M., Huang, J.C. and Cheung, S.Y., 2017. Toward a goal orientation–based feedback-seeking typology: Implications for employee performance outcomes. Journal of Management, 43(4), pp.1234-1260.
Karkoulian, S., Assaker, G. and Hallak, R., 2016. An empirical study of 360-degree feedback, organizational justice, and firm sustainability. Journal of Business Research, 69(5), pp.1862-1867.
Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.
Mishra, K., Boynton, L. and Mishra, A., 2014. Driving employee engagement: The expanded role of internal communications. International Journal of Business Communication, 51(2), pp.183-202.
Nda, M.M. and Fard, R.Y., 2013. The impact of employee training and development on employee productivity. Global Journal of Commerce and Management Perspective, 2(6), pp.91-93.
Rai, H. and Singh, M., 2013. A study of mediating variables of the relationship between 360 feedback and employee performance. Human Resource Development International, 16(1), pp.56-73.
Spence, J.R. and Keeping, L.M., 2013. The road to performance ratings is paved with intentions: A framework for understanding managers’ intentions when rating employee performance. Organizational Psychology Review, 3(4), pp.360-383.
Tee, D.D. and Ahmed, P.K., 2014. 360 degree feedback: an integrative framework for learning and assessment. Teaching in Higher Education, 19(6), pp.579-591.
Yii Tang, K., Dai, G. and De Meuse, K.P., 2013. Assessing leadership derailment factors in 360 feedback: Differences across position levels and self-other agreement. Leadership & Organization Development Journal, 34(4), pp.326-343.
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