360 Degree Feedback

CHAPTER – 1
360 DEGREE FEEDBACK
1.1. Introduction
360 degree feedback is a method and a tool that provides
each employee the opportunity to receive performance feedback from his
or her supervisor and four to eight peers, reporting staff members,
coworkers and customers. Most 360 degree feedback tools are also
responded to by each individual in a self assessment. 360 degree
feedback allows each individual to understand how his effectiveness as an
employee, coworker, or staff member is viewed by others. The most
effective 360 degree feedback processes provide feedback that is based
on behaviors that other employees can see.
The feedback provides insight about the skills and behaviors
desired in the organization to accomplish the mission, vision, and goals
and live the values. The feedback is firmly planted in behaviors needed to
exceed customer expectations.
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People who are chosen as raters, usually choices shared by
the organization and employee, generally interact routinely with the person
receiving feedback. The purpose of the 360 degree feedback is to assist
each individual to understand his or her strengths and weaknesses, and to
contribute insights into aspects of his or her work needing professional
development. Debates of all kinds are raging in the world of organizations
about how to:
 select the feedback tool and process,
 select the raters,
 use the feedback,
 review the feedback, and
 Manage and integrate the process into a larger performance
management system.
360 degree feedback has many positive aspects and many
proponents. The 1999 State of the Industry Report, from the American
Society for Training and Development (ASTD), reviewed the training
practices of more than 750 firms. Fifty-five firms, described by ASTD as
leading edge in their training approaches, rely heavily on employee
feedback, including 360 degree feedback and peer review, for individual
development plans and annual performance reviews.
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Seventy-five percent of these companies provided individual
development plans, and 33 percent provided 360 degree feedback for
most of their employees in 1998, compared to 50 percent and 10 percent
in 1997, according to ASTD. Organizations that are happy with the 360
degree component of their performance management systems identify
these positive features of the process. These features will manifest
themselves in well-managed.
Definition
In human resources, 360-degree feedback is,
“Employee development feedback that comes from all
around the employee. The feedback would come from subordinates, peers
and managers in the organizational hierarchy, as well as a self-
assessment, and in some cases external sources such as customers and
suppliers or other interested stakeholders. ("360" refers to the 360
degrees in a circle.)”.
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Other names for 360 Degree Feedback
360 Degree Feedback is also known as,
 Multi-rater feedback,
 Multi-source feedback,
 Multi-source assessment and
 360 Degree Appraisal.
Components of 360 degree appraisal
360 degree appraisal has four integral components:
 Self appraisal
 Superior’s appraisal
 Subordinate’s appraisal
 Peer appraisal.
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Self appraisal gives a chance to the employee to look at
his/her strengths and weaknesses, his achievements, and judge his own
performance. Superior’s appraisal forms the traditional part of the 360
degree appraisal where the employees’ responsibilities and actual
performance is rated by the superior.
Subordinates appraisal gives a chance to judge the
employee on the parameters like communication and motivating abilities,
superior’s ability to delegate the work, leadership qualities etc. Also known
as internal customers, the correct feedback given by peers can help too.
1.1.1 360 degree feedback and employee:
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Suppliers
Superiors/
Customers
Vendors
EMPLOYEE
Team
Peers
members
Subordinate
Self assessment is an indispensable part of 360 degree
appraisals and therefore 360 degree Performance appraisal have high
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employee involvement and also have the strongest impact on behavior
and performance. It provides a "360-degree review" of the employees’
performance and is considered to be one of the most credible
performance appraisal methods.
360 degree appraisal is also a powerful developmental tool
because when conducted at regular intervals (say yearly) it helps to keep
a track of the changes others’ perceptions about the employees. A 360
degree appraisal is generally found more suitable for the managers.
The advantages of 360 Degree Feedback
 Can uncover hidden lights and blind spots
 Feedback coming from a number of different people is more
likely to be accepted
 Inspires people to take ownership of their own learning and
development
 People gain much better self awareness by learning how their
colleagues perceive them.
 People generally like 360 degree feedback. They take things
less personally and are more likely to take on board what's been
said.
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 It helps people understand how their behavior influences both
their own personal effectiveness and how they impact the
smooth running of the organization.
 It improves communication within the organization and
encourages a more open culture where giving and receiving
constructive feedback is the norm.
 It is a very powerful driver for change both for individuals and
organizations as a whole
 Helps with training needs analysis.
Well-integrated 360 degree feedback processes
Improved Feedback from More Sources
Provides well-rounded feedback from peers, reporting staff,
coworkers, and supervisors. This can be a definite improvement over
feedback from a single individual. 360 feedback can also save managers’
time in that they can spend less energy providing feedback as more
people participate in the process.
Coworker perception is important and the process helps
people understand how other employees view their work.
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Team Development
Helps team members learn to work more effectively
together. (Teams know more about how team members are performing
than their supervisor.) Multirater feedback makes team members more
accountable to each other as they share the knowledge that they will
provide input on each members’ performance. A well-planned process can
improve communication and team development.
Personal and Organizational Performance Development
360 degree feedback is one of the best methods for
understanding personal and organizational developmental needs.
Responsibility for Career Development
For many reasons, organizations are no longer responsible
for developing the careers of their employees, if they ever were. Multirater
feedback can provide excellent information to an individual about what she
needs to do to enhance her career.
Additionally, many employees feel 360 degree feedback is
more accurate, more reflective of their performance, and more validating
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than prior feedback from the supervisor alone. This makes the information
more useful for both career and personal development.
Reduced Discrimination Risk
When feedback comes from a number of individuals in
various job functions, discrimination because of race, age, gender, and so
on, is reduced. The "horns and halo" effect, in which a supervisor rates
performance based on her most recent interactions with the employee, is
also minimized.
Improved Customer Service
Especially in feedback processes that involve the internal or
external customer, each person receives valuable feedback about the
quality of his product or services. This feedback should enable the
individual to improve the quality, reliability, promptness, and
comprehensiveness of these products and services.
Training Needs Assessment
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360 degree feedback provides comprehensive information
about organization training needs and thus allows planning for classes,
cross-functional responsibilities, and cross-training. A 360 degree
feedback system does have a good side. However, 360 degree feedback
also has a bad side and even, an ugly side.
For every good point I just made about 360 degree feedback
systems, detractors and people who have had bad experiences with such
systems, can offer the down side. The down side is important because it
gives you a roadmap of the things to avoid when you implement a 360
degree feedback process. Following are potential problems with 360
degree feedback processes and a recommended solution for each.
Exceptional Expectations for the Process
360 degree feedback is not the same as a performance
management system. It is merely a part of the feedback and development
that a performance management system offers within an organization.
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Additionally, proponents may lead participants to expect too
much from this feedback system in their efforts to obtain organizational
support for implementation. Make sure the 360 feedback is integrated into
a complete performance management system.
Design Process Downfalls
Often, a 360 degree feedback process arrives as a
recommendation from the HR department or is shepherded in by an
executive who learned about the process at a seminar or in a book. Just
as an organization implements any planned change, the implementation of
360 degree feedback should follow effective change management
guidelines. A cross-section of the people who will have to live with and
utilize the process should explore and develop the process for your
organization.
Failure to Connect the Process
For a 360 feedback process to work, it must be connected
with the overall strategic aims of your organization. If you have identified
competencies or have comprehensive job descriptions, give people
feedback on their performance of the expected competencies and job
duties.
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The system will fail if it is an add-on rather than a supporter
of your organization’s fundamental direction and requirements. It must
function as a measure of your accomplishment of your organization’s big
and long term picture.
Insufficient Information
Since 360 degree feedback processes are currently usually
anonymous, people receiving feedback have no recourse if they want to
further understand the feedback. They have no one to ask for clarification
of unclear comments or more information about particular ratings and their
basis. For this reason and for the points listed in the several bullet points
following this one, developing 360 process coaches is important.
Supervisors, HR staff people, interested managers and others are taught
to assist people to understand their feedback. They are trained to help
people develop action plans based upon the feedback.
Focus on Negatives and Weaknesses
At least one book, First Break All the Rules: What The
World's Greatest Managers Do Differently, advises that great managers
focus on employee strengths, not weaknesses.
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The authors said, "People don't change that much. Don't
waste time trying to put in what was left out. Try to draw out what was left
in. That is hard enough."
Rater Inexperience and Ineffectiveness
In addition to the insufficient training organizations provide
both people receiving feedback and people providing feedback, there are
numerous ways raters go wrong. They may inflate ratings to make an
employee look good.
They may deflate ratings to make an individual look bad.
They may informally band together to make the system artificially inflate
everyone’s performance. Checks and balances must prevent these
pitfalls. 360 degree feedback can increase positive, powerful problem
solving.
The 360 Degree Feedback Process Overview
Most organizations opt for an anonymously filled out 360
degree feedback document. The collected data is then tabulated in a
confidential manner. Then, the results of the 360 degree feedback are
shared with the person whose skills and performance were rated.
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The individual's boss is often part of this meeting so he or
she can support action planning and development. Occasionally,
organizations set up facilitated meetings to share the 360 degree
feedback results with the person whose performance was rated. If the
employee is a manager, for best results, the manager needs to then share
and discuss the results with his or her team. These meetings can be
facilitated or not. The best method depends on the relationship the
employees of the department have developed with each other over time.
There are minuses with the 360 degree feedback processes.
As with any performance feedback process, it can provide you with a
profoundly supportive, organization-affirming method for promoting
employee growth and development. Or, in the worst cases, it saps morale,
destroys motivation, enables disenfranchised employees to go for the
jugular or plot and scheme revenge scenarios.
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Goals of the 360 Degree Feedback Process
Organizations differ in their approach to 360 degree
feedback. For some, 360 degree feedback is a developmental tool that
employees are expected to use to further develop their personal and
interpersonal skills. Other organizations use multi rater or peer feedback
as one component of their performance appraisal process.
Bias about 360 degree feedback is that organizations need
to first develop a performance management system. As the organization
becomes more comfortable with and has fully integrated this overall
performance management system, 360 degree feedback can be
effectively introduced.
In today’s more team-oriented organizations, 360 degree
feedback has value for every person in the organization. Traditionally and
historically, it was a tool used to give executives, and later, managers,
feedback, but this has changed.
Multi rater feedback ups the sheer number of people
participating in the process and the consequent organization time
invested. Traditional evaluations required two people and one form.
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The value of 360 degree feedback
 Only feedback from others can reveal the true impact you make
on people.
 The thought of feedback can be scary, and it is better to remain
in the dark.
 Most managers are surprised by the amount of positive
feedback they get.
 This shows how many managers have low self esteem.
 Your negative feedback can often be distilled down to a few
manageable themes.
 Negative feedback will show you what to focus on to develop
yourself.
 Avoid feedback and you cannot learn - you might as well stick
your head in the sand.
 A well designed 360 degree feedback process will help you to
get realistic feedback.
 Feedback questionnaires must be filled in anonymously by
various colleagues, subordinates & other stakeholders.
 A good questionnaire should include questions that are relevant
to your culture and goals rather than off-the-shelf.
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 Allowing space for comments is more important than numerical
ratings.
 Feedback is essential to improve confidence and self esteem.
 Your management effectiveness will be enhanced by knowing
what you are doing well, not so well and how you might
improve.
 Being able to handle negative feedback is itself an important
management skill - one that depends on your emotional
intelligence, listening skills and willingness to learn.
 360 feedback is too often conducted as a one-off exercise. It is
often done to managers when they should manage it
themselves, just like a business seeking regular feedback from
customers.
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1.2. INDUSTRY PROFILE
AUTOMOBILE INDUSTRY
A well developed transport network indicates a well
developed economy. For rapid development a well-developed and well-
knit transportation system is essential. As India's transport network is
developing at a fast pace, Indian Automobile Industry is growing too.
The Automobile industry has strong backward and forward
linkages and hence provides employment to a large section of the
population. Thus the role of Automobile Industry cannot be overlooked in
Indian Economy. All kinds of vehicles are produced by the Automobile
Industry. India Automobile Industry includes the manufacture of trucks,
buses, passenger cars, defense vehicles, two-wheelers, etc. The industry
can be broadly divided into the Car manufacturing, two-wheeler
manufacturing and heavy vehicle manufacturing units.
The major Car manufacturer are Hindustan Motors, Maruti
Udyog, Fiat India Private Ltd., Ford India Ltd ., General Motors India Pvt.
Ltd., Honda Siel Cars India Ltd.,Hyundai Motors India Ltd., Skoda India
Private Ltd., Toyota Kirloskar Motor Ltd., to name a few.
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INDIAN AUTOMOBILE INDUSTRY
In India there are 100 people per vehicle, while this figure is
82 in China. It is expected that Indian automobile industry will achieve
mass motorization status by 2014.
Since the first car rolled out on the streets of Mumbai (then
Bombay) in 1898, the Automobile Industry of India has come a long way.
During its early stages the auto industry was overlooked by the then
Government and the policies were also not favorable. The liberalization
policy and various tax relieves by the Govt. of India in recent years have
made remarkable impacts on Indian Automobile Industry.
Indian auto industry, which is currently growing at the pace of
around 18 % per annum, has become a hot destination for global auto
players like Volvo, general motors and ford.
A well developed transportation system plays a key role in the
development of an economy, and India is no exception to it. With the
growth of transportation system the automotive industry of India is also
growing at rapid speed, occupying an important on the canvas of Indian
economy.
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Snippets
 The first automobile in India rolled in 1897 in Bombay.
 India is being recognized as potential emerging auto market.
 Foreign players are adding to their investments in Indian auto
industry.
 The number one global motorcycle manufacturer is in India.
 India is the fourth largest car market in Asia – recently crossed the
1 million mark.
INDIAN AUTOMOBILE HISTORY
The origin of automobile is not certain. In this section of
automobile history, we will only discuss about the phases of automobile in
the development and modernization process since the first car was
shipped to India. We will start automotive history from this point of time.
The automobile industry has changed the way people live and work. The
earliest of modern cars was manufactured in the year 1895.
Shortly the first appearance of the car followed in India. As
the century turned, three cars were imported in Mumbai (India). Within
decade there were total of 1025 cars in the city.
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The dawn of automobile actually goes back to 4000 years
when the first wheel was used for transportation in India. In the beginning
of 15th century Portuguese arrived in China and the interaction of the two
cultures led to a variety of new technologies, including the creation of a
wheel that turned under its own power. By 1600s small steam-powered
engine models was developed, but it took
It was usually driven by chauffeurs and emphasis was on
comfort and style rather than speed. During the 1920s, the cars exhibited
design refinements such as balloon tires, pressed-steel wheels, and four-
wheel brakes. Graham Paige DC Phaeton of 1929 featured an 8-cylinder
engine and an aluminum body. The 1937 Pontiac De Luxe sedan had
roomy interior and rear-hinged back door that suited more to the needs of
families. In 1930s, vehicles were less boxy and more streamlined than
their predecessors. The 1940s saw features like automatic transmission,
sealed-beam headlights, and tube less tires.
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INDUSTRY INVESTMENT
According to Commerce Minister Kamalnath, “India is an
attractive destination for global auto giants like BMW, General Motors,
Ford and Hyundai who were setting base in India, despite the absence of
specific trade agreements”.
Current scenario
 On the cost front of Indian automobile industry, OEMs are eyeing
India in a big way, investing to source products and components at
significant discounts to home market.
 On the revenue side, OEMs are active in the booming passenger
car market in India.
Snippets
 By 2010, India is expected to witness over Rs 30,000 crore invest.
 Maruti udyog has set up the second car with an investment of Rs
6,500 crore.
 Hyundai will bring in more than Rs 3,800 crore to India.
 Tata motors will be investing Rs 2,000 crore in its small car project.
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 General motors will be investing Rs 100 crore and Ford about Rs
350 crore.
 Ashok Leyland and Tata Motors have each announced over Rs
1,000 crore of investment. The economy of India is emerging.
1.2.1 India’s rank in automobile industry:
Rank 2008 2007 2006 2005
1 China China China China

2 India Thailand Thailand Thailand
3 Thailand India USA USA
4 Vietnam Vietnam Vietnam Indonesia
5 USA USA India Vietnam
6 Russia Russia Indonesia India
VEHICLE PRODUCTIONS IN INDIA
India is the 11th largest Passenger Cars producing countries
in the world and 4th largest in Heavy Trucks Automobile industry is the
largest industry in India with an impressive growth in the last two decades.
The reason behind the growth was abolition of licensing in 1991 and
permitting automatic approval and successive liberalization of the sector.
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According to estimation the compound annual growth rate
(CAGR) of Indian Automobile sales will grow at 9.5% and will touch a
mark of 13,008 million by 2010. The figure for FY05 was 8.45 million units.
To tap this large opportunity, Maruti udyog was the largest 4-Wheelers
producer in 2005-06 followed by Tata motors. Hyundai did well but the
difference was nearly half of Tata Motors. In 2-Wheelres segment, hero
Honda is leading putting behind Bajaj auto limited. Check the table below
to get complete figure.
Current scenario
Snippets
 Largest industry in India.
 By 2010 there will be 13,008 million cars.
 Maruti udyog ltd is the leading 4-wheelers manufacturer.
 Hero Honda is the leading 2-wheelers manufacturer.
 2-wheelers are produced most followed by 4-wheelers and 3-
wheelers.
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1.3. COMPANY PROFILE
SREE SARADHAMBAL AUTOMOBILES (P) LIMITED
Ambal auto is an Authorized Maruti Dealers for Coimbatore,
Niligiris, Erode and Namakkal Districts and one of the leading automobile
dealers in South India.
Ambal auto was started in the year 1998, Mr. Asokan
Muthusamy, MD / CEO with valid support from the board chairman Mr.
Krishna Kumar. Ambal over the year has gained confidence of its
Customers and Maruti. It has the reputation of an Automobile Dealer with
high level of Customer Orientation aimed towards attaining Customer
Satisfaction.
Ambal auto has won many awards from Maruti in all the
spears of business, especially for Customer Satisfaction in both Sales and
Service. Ambal auto currently has Three New Car Showrooms, Two Pre
Owned Cars (True Value) Showroom, Five Workshops, Two Body Repair
Workshops well manned by over 400 plus Trained Manpower, Dedicated
to customer Service, spread over Coimbatore, Erode, Ooty and Namakkal.
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OTHER SERVICES
Ambal auto enhances Customer Service with Extended
Warranty, Maruti Finance, Maruti Insurance, and Maruti Genuine
Accessories and Maruti Suzuki Exchange.
Recognition gained by Ambal auto through excellent performances
 Balance Score Card – Platinum dealer for third year in a row 2005 -
2006
 Best dealer in Rural Marketing efforts 2005 - 2006
 Best Dealer in Exchange Sales Penetration 2005 - 2006
 1st runner up in All India Technical Skill Competition 2005 - 2006
 Customer Satisfaction Index 2005 - 2006
 Balance Score Card – All India Best Dealer – Non Metro Cities. -
2004 - 2005
 WINNER All India Technical skill Competition. - 2004 - 2005
 Customer Satisfaction Index All India winner- Ambal Erode-Non JD
Power Cities. - 2004 - 2005
 Dealer with Maximum Growth Shown in Market Share. - 2004 -
2005
 Best performing Maruti dealer in the Country on Balance Score
Card Norms- Non Metros year ending 2004.
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 Best New Workshop
 Service Excellence
 Best Service Performance Rank 2000 - 2001
 Highest Growth of Spare Parts 2000
 Best Service Workshop 2000 - 2001
 Regional Topper in Sales Satisfaction Index for the Four Quarters
in a row.
SERVICE CENTERS
Ambal auto workshop is easily accessible from any corner of
the town with two well equipped workshops in Coimbatore and one each
at Erode, Namakkal and Ooty. The workshops are well equipped with
modern machinery.
The workshop is equipped with highly modern machinery like
the ISTOBAL (Automatic Car Washer), John Bean Wheel Aligner, Engine
Analyzer; Hands free fully automated pneumatic tools, Mig Mag Welding
etc., to ensure timely and trouble free delivery of vehicles. Ambal
workshops have well trained manpower to meet the service requirements
of the customers. To necessitate Easy access to customers. Ambal NSR
Road workshop now operates from 7am to 9pm.
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Two well organized accident care units one each at
Coimbatore and Erode work to meet the customer needs. These have well
trained service advisors and supervisors to cater all accidental and
insurance procedures. The Body shop has dust free paint booths and
paint mixing racks of all leading Maruti colors. An exclusive spare parts
division with all necessary Maruti genuine parts and Maruti Genuine
Accessories are available to meet the necessary needs of the customers
at all the three workshops.
Maruti on Road Service vehicles are available round the
clock to meet the breakdown requirements of Maruti Owners in
Coimbatore, Erode Namakkal and Nilgiris districts. Stand by vehicle are
available to the customers on request. Helpline Gypsy with a Chain Block
Pulley for towing purpose without any additional manpower is available 24
hours a day to tow stranded vehicles both at Coimbatore and Erode.
Ambal auto also runs a Maruti Training Centre to train work
forces to maintain Maruti Cars. This center caters to all in house training of
both Sales and Service. It is well equipped with modern amenities to meet
the current challenges and demands of the automotive world.
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It is equipped with an electronic library with 300 CDs, Cut
sections of all the vehicle parts including A/C and engine blocks. It has two
A/C classrooms with OHP and multimedia projector, also has Hostel and
canteen facility for those who attend the training programs. The first of its
kind in Tamilnadu helps all Maruti authorized workshops and dealers to
get well trained work force.
MARUTI TRUE VALUE
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all important. Maruti Suzuki India's favorite car company understands your
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providing Quality, Reliability, Transparency and Convenience all under
one roof.
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Advantages in buying a used car from Maruti True Value:
 Thorough 120-point check by Maruti Engineers ensures you buy a
quality used car
 Reconditioned with Maruti Genuine Parts
 Certified by Maruti Suzuki
 Maruti Suzuki Warranty up to 1 year and 3 free services
 Convenient and Easy finance facility on used cars
 Attractive exchange facility on exchange of your old car for a True
Value.
 2 wheeler owners can upgrade from scooter or a bike to a car, at a
very low EMI and down payment.
Advantages from Maruti True Value in selling /exchange
old cars
 Right price through a transparent evaluation
 Prompt and full payments
 Assurance that the car goes in to the right hands
 Attractive Exchange / trade-in bonus of Rs.5000 when you
exchange you old car with a new Maruti Suzuki.
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Advantages of Maruti True Value for Corporates
 Easy and Convenient options to sell you fleet of company cars
 Transparent dealing, clean documentation
 Special deals on buying Maruti Suzuki cars
 Corporate leasing and fleet management facility through Maruti
N2N Solutions
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CHAPTER – 2
MAIN THEME OF THE PROJECT
2.1. OBJECTIVE OF THE STUDY
Based on the mentioned issues, the following objectives
were framed for the present study:
 Analysis the factors influence the employee towards his/her
performance.
 Examine the extent utilization of manpower in ambal automobiles.
 To find out the employee training and its effectiveness through 360
degree feedback.
 Employees sincerity towards their work and career opportunities for
them.
 Employee participation and recognition towards their work.
 To give suitable suggestions on the basis of the findings of the
study.
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2.2. SCOPE AND LIMITATIONS OF THE STUDY
2.2.1. SCOPE OF THE STUDY
 It is a real feedback from the employee side. So according to the
management can take favourable decision for the employee’s
problem.
 The study helps to the employees to express their views and
thoughts about the management policies and procedures to the
management.
 The data is collected from all level of employees and management.
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2.2. LIMITATION OF THE STUDY
In spite of its strengths and uniqueness, the study hedges
with certain limitations:
 The study pertains only to Ambal auto service unit I. it could not
expandable to the other service units of Ambal auto; those are
situated in various districts of Tamilnadu.
 Any study on employee appraisal cannot provide enduring findings
over time to time as expectations of the employees.
 The various policies maintained by ambal autos may not include in
the study.
 So the findings and of the study indicate only contemporary views
of the employees.
 As the study excluded to compare the employee policy provisions
of Ambal auto to the other Maruti service centre.
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2.3 METODOLOGY OF THE STUDY
Since the present study constitutes an analytical research,
the methodology adopted involves the method of 360 degree feedback, an
approach towards employee performance.
2.3.1. Research purpose
Research purpose of the study is to find out the employees
performance through the method of 360 degree feedback in ambal autos.
Ambal auto is an Authorized Maruti Dealers for Coimbatore,
Niligiris, Erode and Namakkal Districts and one of the leading automobile
dealers in South India.
Ambal auto currently has Three New Car Showrooms, Two
Pre Owned Cars (True Value) Showroom, Five Workshops, Two Body
Repair Workshops well manned by over 400 plus Trained Manpower,
Dedicated to customer Service, spread over Coimbatore, Erode, Ooty and
Namakkal.
Ambal auto workshop is easily accessible from any corner of
the town with two well equipped workshops in Coimbatore and one each
at Erode, Namakkal and Ooty. The workshops are well equipped with
modern machinery.
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The workshop is equipped with highly modern machinery like
the ISTOBAL (Automatic Car Washer), John Bean Wheel Aligner, Engine
Analyzer; Hands free fully automated pneumatic tools, Mig Mag Welding
etc., to ensure timely and trouble free delivery of vehicles. Ambal
workshops have well trained manpower to meet the service requirements
of the customers.
Ambal autos has ISO 9001 2000 certified dealer in
Coimbatore city with all service related equipments in all its service
stations. Even though ambal autos have the certification of ISO 9001:
2000 that was provided for the infrastructure of the service centre. But the
employees may or may not satisfy with the of ambal autos. To analysis the
employees perception towards ambal autos, this study “A study on 360
degree feedback in analysing the employee performance with special
reference to ambal autos “weather it satisfy its employee or not.
2.3.2. Research approach
In the study of “A Study on 360 degree feedback in
analyzing employees performance with special reference to Ambal Autos
“the researcher used quantitative approach. If the study has been
conducted based on the measurement of quantity or amount that was
called qualitative approach.
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Here the researcher has conduct the study with the 360
Degree Feedback Method to measure the performance of ambal autos
employees. So this study was a quantitative approach study.
Descriptive research
When a particular phenomenon is under study, it is
understandable that, research is needed to describe it, to explain its
properties and inner relationships. The objective of descriptive research is
to portray an accurate profile of persons, events and satiations. In
academic research descriptive research is more rigid than exploratory
research.
As opposed to exploratory research, descriptive research
should define questions, people surveyed and the method of analysis to
prior to beginning of data collection. In other words, who, what, where,
when, why and sometimes how the aspects of the research should be
defined. Such preparation allows one the opportunity makes any required
changes before the process of data collection has begun. However, the
descriptive research should be, through of as a mean and rather than an
end, itself.
38
2.3.3. Surveys strategy
The researcher has conducted the surveys strategy through
questionnaire method. In the questionnaire method the researcher has
used 45 questions. Among those 45 questions geographical questions
personal questions and the service quality related questions were asked.
And the employees were requested to answer those questions asked in
the questionnaire.
2.3.4. Period of the study
The required primary data were collected through personal
interview method carried out for a period of three months from April 2009
to July 2009.
2.3.5. Source of data
The prime objective of the study is to analyze the 360
degree feedback of the employees of ambal autos. For this purpose, the
study had to depend on the primary data for its analysis. However to
substantiate the views in course of the analysis and to provide the review,
the secondary data were also collected and used. These data and
information were collected from different source like books, magazines
and news papers.
39
Primary data
The present thesis, for the purpose of studying the
objectives framed, had to depend on the primary data collected. The
primary data’s are directly collected from the employees those are working
in Ambal auto service centers. Through questionnaire method the primary
data collected.
Secondary data
The secondary data were collected from the company
website for the purpose of company profile and various other data
collected from news papers, magazines and books those were related to
the topic 360 degree feedback.
2.3.6. Sampling design
The major objective of this study is to examine the
employee’s performance through 360 degree feedback method in Ambal
auto in their service unit I, which is in Coimbatore. A study of this nature
required the selection of suitable place. Ambal auto was selected due to
the more care towards the employees. To fulfill this, collection of primary
data from the employees’ of Ambal auto service centre has been made
with the permission from Ambal auto.
40
Convenience sampling
The Samples those are selected based on the ease of
access is called convenience sampling. In this study the researcher has
took convenience sampling. Because convenience sampling is to select
the samples especially for the research purpose from the universe or the
population.
The researcher has conducted this study through convincing
the employees those were suitable for the study and he collected the data
from them. There were 110 samples has been taken by the researcher to
conduct the study in ambal autos unit I. The convenience sampling used
in this study. Convenience samplings are called the deliberate sampling,
because it involve in deliberate selection of particular units of the universe.
2.3.7. Frame work of analysis
To analyze the collected primary data, various statistical
tools were used. The application of those tools and techniques were
identified on the basis of the objectives framed for the study.
 Simple percentage method
 Correlation analysis
 ANOVA
 Factor analysis
41
Simple percentage method
The relative share of each of the feedback appraisal’s total
scores and the individual items has been calculated by using the simple
percentage method. To calculate the mean score, the simple percentages
to each of the average scores to total scores were obtained.
Correlation analysis
Correlation analysis deals with the association between two
or more variables. It attempts to determine the degree of relationship
between variables.
ANOVA
ANOVA is used when multiple sample cases are involved. It is a
procedure for testing the difference among different groups of data for
homogeneity. Through ANOVA technique we can investigate any number
of factors which are hypothesized or said to influence the dependent
variable.
Factor analysis
Factor analysis attempts to identify underlying variables, or
factors, that explain the pattern of correlations within a set of observed
variables. Factor analysis is often used in data reduction to identify a small
number of factors that explain most of the variance observed in a much
larger number of manifest variables.
42
Factor analysis can also be used to generate hypotheses
regarding causal mechanisms or to screen variables for subsequent
analysis
Data processing
Data processing is carried out through a package called
SPSS – Statistical Package for Social Sciences.
2.3.8. Period of the study
The study is conducted from the period of April to July’09.
43
2.4. REVIEW OF LITRATURES
In the study made by Schoeffler, Buzzel, and Heany (1974),
they attempted to identify the employee performance in the banks with
360 degree feedback method. In their study, they came out with
interesting conclusion that there is a strong relationship between the
employees and the nature of service provided in banks.
A maiden attempt made by Parasuraman, Berry and
Zeithaml (1990), could establish a positive linkage between 360 degree
feedback and the performance of a employee.
The authors (2001), surveyed employees of more than 160
bank branches in USA and found that although employees felt it easier to
have all works at one place more than one third claimed that their bankers
were unaware of their needs before recommending.
Diane brady (2002), in his study observed that as time goes
on, the 360 degree apprisal between the top level management and the
rest of the employees become wider due to increasingly rare customer
service.
44
The article 360 degree apprisal by Thorsten Henning-Thurau
et.al (2002), indicated that employee satisfaction, commitment by
employees and social benefits significantly contribute to relationship
marketing outcomes in services.
Prabhakar (1986), in his study on employee satisfaction with
the 360 degree feedback method, provided by Indian banks came out with
a conclusion that a major portion of the complaints are from the
management on the differential treatments.
Gupta (1987) expressed that the main purpose of 360
degree feedback was to find out the employee needs and improve
administrative efficiency between the corporate companies.
Bajaj (2000), in his study stated that the satisfied employee
improve the business bottom line not only through continued relationship
but also through referrals and positive Word of Mouth (WOM), feedback or
WOM behavior. He insisted on the effective use of communication
channel for better and fast delivery of services and concluded by saying
up-gradation of human resources is of utmost important.
45
According to Parthasarathi (2005), there is always a certain
level of expectations from the employees on the services with 360 degree
feedback. Wider the gap between the expected and the actual service
provided, the more is the employee dissatisfaction. If the gap is very
narrow, the client feels happy or satisfied with the bank.
Sunderasan (1997), in his article 360 degree feedback, nearly
15 percent of the employees are not satisfied with the services of their
banks due to delay in the services and they do not voice their grievances
when they are dissatisfied with the poor quality of services tools.
46
CHAPTER - 3
ANALYSIS AND INTERPRETATION
3.1. SIMPLE PERCENTAGE ANALYSIS
Percentage refers to a special kind of ratio. Percentage
analysis is used to find percentage value for all the different questions
used. Percentages are used in making comparisons between two or more
series of data. Since the percentage reduce everything to common base
and there by arrow meaningful comparison to be made.
Simple Percentage = No. of Respondents / Total Respondents * 100
47
Gender:
Table – 3.1.1
Table showing the Gender of the respondents
Gender Number of respondents Percentage
Male 60 54.5
Female 50 45.5
Total 110 100.0
(Source: Primary Data)
The above table 3.1.1 depicts that 54.5 % of the
respondents are male and 45.5 % of the respondents are female.
It is concluded from the above table 3.1.1 that the majority of
54.5% employees are male.
Marital status:
Table – 3.1.2
48
Table showing the Martial status of the respondents
Martial status Number of respondents Percentage
Married 59 53.6
Single 51 46.4
Total 110 100.0
respondents are married and 46.4 % of the respondents are single.
It is concluded from the above table 3.1.2 that the majority of
53.6% employees are married.
Age:
Table – 3.1.3
Table showing the Age of the respondents
49
Age Number of respondents Percentage
Below 25 20 18.2
25-35 34 30.9
35-45 32 29.1
45-55 14 12.7
Above 55 10 9.1
Total 110 100.0
The above table-3.1.3 depicts that 30.9 % of the
respondents are in the age group of 25-35 years, 29.1% of the
respondents are in the age group of 35-45 years, 18.2 % of the
respondents are in the age group of below 25 years, 12.7% of the
respondents are in the age group of 45-55 years.
It is concluded from the above table 3.1.3 that the 30.9 % of
the maximum respondents are in the age group of 25-30 years.
Educational qualification:
Table – 3.1.4
Educational qualification of the respondents
Education Number of respondents Percentage
Secondary 9 8.2
Higher secondary 14 12.7
50
Graduate 31 28.2
Post graduate 32 29.1
Diploma and ITI 24 21.8
Total 110 100.0
respondents are post graduates, 28.2% of the respondents are graduates,
21.8 % of the respondents are diploma holders and ITI, 12.7% of the
respondents are completed their higher secondary.
the maximum respondents are post graduates
Monthly income:
Table – 3.1.5
Monthly income of the respondents
Monthly income Number of respondents Percentage
Below 5000 10 9.1

5000-7000 32 29.1
7000-10000 38 34.5
10000-15000 22 20.0
Above 15000 8 7.3
Total 110 100.0
51
respondents are fall under 7000-10000 of monthly income, 29.1 % of the
respondents are fall under 5000-7000 of monthly income, 20 % of the
respondents are fall under 10000-15000 of monthly income, 9.1% of the
respondents are fall under below 5000 of monthly income.
the respondents are maximum getting monthly income of Rs 7000-10000.
Experience:
Table – 3.1.6
Experience of the respondents
Experience Number of respondents Percentage
Below 1 yr 18 16.4
1-2 yrs 26 23.6
2-5 yrs 32 29.1
5-10 yrs 22 20.0
Above 10 yrs 12 10.9
Total 110 100.0
respondents are having an experience of 2-5 years, 23.6 % of the
respondents are having an experience of 1-2 years, 20 % of the
52
respondents are having an experience of 5-10 years, and 16.4% of the
respondents are having an experience of below 1 year.
It is concluded from the above table 3.1.6 that the Maximum
of 29.1 % of the respondents are having 2-5 years of experience.
Management:
Table -3.1.7
Level of management
Management level Number of respondents Percentage
Top level management 31 28.2

Middle level management 53 48.2
Low level management 26 23.6
Total 110 100.0
respondents are working under middle level management, 28.2 % of the
respondents are working under top level management, and 23.6 % of the
respondents are working under middle low level management.
of 48.2 % of the respondents are belongs to middle management.
53
Employee Participation:
Table – 3.1.8
Respondents’ feedback about their participation
Feedback Number of respondents Percentage
Strongly disagree 4 3.6

Disagree 10 9.1
Neutral 28 25.5
Agree 41 37.3
Strongly agree 27 24.5
Total 110 100.0
The above table 3.1.8 depicts that 37.3 % respondents are
in agree about their participation in the concern, 25.5 % of the
respondents are neutral in their position, and 24.5 % of the respondents
are in strongly agree position, 9.1 % of the respondents are in disagree
position and 3.6% of the respondents are strongly disagree about their
participation in the concern.
of 37.3 % of the respondents agreed their participation in the concern.
54
Decision making:
Table – 3.1.9
Respondents’ feedback about participation
in decision making

Disagree 17 15.5
Neutral 33 30.0
Agree 36 32.7
Total 110 100.0
agree about their participation in decision making, 30 % of the
respondents are neutral in their position, 16.4 % of the respondents are
strongly agree about participation, 15.5 % of the respondents are in
disagree position.
of 32.7 % of the respondents agreed their participation in decision making.
Power and control:
Table – 3.1.10
Respondents’ feedback about sharing of
55
Power and control in the organization

Disagree 24 21.8
Neutral 35 31.8
Agree 27 24.5
Total 110 100.0
respondents are neutral about sharing of power and control, 24.5 %
respondents are in agree position, 21.8 % of the respondents are in
disagree, and 12.7 % of the respondents are in strongly agree position.
It is concluded from the above table 3.1.10 that the
Maximum of 31.7 % of the respondents are neutral.
Employee contribution towards job:
Table – 3.1.11
Respondents’ feedback about
Employee contribution towards job

Disagree 16 14.5
56
Neutral 30 27.3
Agree 38 34.5
Total 110 100.0
agree about their contribution towards job, 27.3 % of the respondents are
neutral in their position, 18.2 % of the respondents are in strongly agree
position, 14.5 % of the respondents are in disagree, and 5.5% of the
respondents are strongly disagree about their contribution towards job.
Maximum of 34.5 % of the respondents agreed employee contribution.
Suggestions from employees:
Table – 3.1.12
Respondents’ feedback about company’s openness to
receive suggestions from employees

Disagree 9 8.2
Neutral 24 21.8
Agree 43 39.1
Total 110 100.0
57
The above table depicts that 39.1 % respondents are agree
about the acceptance of company receive the suggestions made by the
employees, 21.8 % of the respondents are neutral in their position, and
21.8 % of the respondents are in strongly agree position, 8.2 % of the
respondents are in disagree position.
Maximum of 39.1 % of the respondents agreed company’s openness.
Recognition and reward:
Table – 3.1.13
Respondents’ feedback about their
recognition and reward for their effective work

Disagree 9 8.2
Neutral 23 20.9
Agree 38 34.5
Total 110 100.0
agree about their recognition and reward for their effective work, 32.7 % of
58
the respondents are in strongly agree position, 20.9 % of the respondents
are neutral in their position, 8.2 % of the respondents are in disagree.
Maximum of 34.4 % of the respondents are agreed that the recognition
and reward for their effective work
Personal traits:
Table – 3.1.14
Respondents’ feedback about personal traits valued

Disagree 17 15.5
Neutral 34 30.9
Agree 34 30.9
Total 110 100.0
respondents are neutral about their personal traits are not valued, 30.9 %
respondents are in agree position, 16.4 % of the respondents are strongly
agree position, 15.5 % of the respondents are in disagree position, 3.6%
of the respondents are strongly disagree about their personal traits are
valued.
59
Maximum of 30.9 % of the respondents are agreed and neutral.
Feedback from leader and monitors:
Table – 3.1.15
Respondents’ feedback about feedback
from their leader and monitors towards the work

Disagree 16 14.5
Neutral 35 31.8
Agree 36 32.7
Total 110 100.0
agree about feedback from their leader and monitors towards the work,
31.8 % of the respondents are in neutral in their position 15.5 % of the
respondents are strongly agree position, 14.5 % of the respondents are in
disagree 5.5 % of the respondents are strongly disagree.
Maximum of 32.7 % of the respondents agreed.
Mentors focus on work:
60
Table – 3.1.16
Respondents’ feedback about mentors
focus on respondents work

Disagree 24 21.8
Neutral 35 31.8
Agree 29 26.4
Total 110 100
The above table 3.1.16 depicts that 4.5% of the
respondents are strongly disagree about mentors focus on respondents
work, 21.8 % of the respondents are in disagree, 26.4 % respondents are
in agree and 15.4 % of the respondents are strongly agree about mentors
focus on respondents work.
Maximum of 31.8 % of the respondents are agreed that there are satisfied.
Recognition and feedback:
Table – 3.1.17
Respondents’ feedback about satisfaction with the
recognition and feedback provided by the concern
61

Disagree 24 21.8
Neutral 35 31.8
Agree 31 28.2
Total 110 100.0
The above table 3.1.17 depicts that 31.8% of the
respondents are neutral about their satisfaction with the recognition and
feedback provided by the concern, 28.1 % respondents are in agree
position, 21.8 % of the respondents are in disagree position, 10.9 % of the
respondents are strongly agree position.
Superiors close contact:
Table – 3.1.18
Respondents’ feedback about superiors
close contact with them

Disagree 24 21.8
Neutral 35 31.8
Agree 30 27.3
62
Total 110 100.0
respondents are neutral in their position about their superiors close
contact with them, 27.3 % respondents are in agree position, 21.8 % of
the respondents are in disagree position, 10.9 % of the respondents are
strongly agree position.
Maximum of 40 % of the respondents are agreed.
Training programme:
Table 3.1.19
Respondents’ feedback about Performance appraisal
To improve the present performance.

Disagree 12 10.9
Neutral 31 28.2
Agree 44 40.0
Total 110 100.0
63
The above table 3.1.19 depicts that 40 % respondents are
agree about Performance appraisal is used to formulate a suitable training
programme to improve the present performance, 28.2 % of the
respondents are neutral in their position, 19.1 % of the respondents are in
strongly agree position, 10.9 % of the respondents are in disagree.
Maximum of 32.7 % of the respondents are agreed the appraisal system.
Appraiser-appraises relationship:
Table 3.1.20
Respondents’ feedback about the appraisal system aims
at strengthening appraiser-appraises.

Disagree 12 10.9
Neutral 25 22.7
Agree 36 32.7
Total 110 100.0
agree about the appraisal system’s aim at strengthening appraiser-
appraises relationship through mutuality and trust, 30 % of the
64
respondents are in strongly agree position, 22.7 % of the respondents are
neutral in their position, 10.9 % of the respondents are in disagree.
Maximum of 32.7 % of the respondents are agreed.
Employee potential:
Table 3.1.21
Respondents’ feedback about the appraisal system has
scope for helping each employee discover potential.

Disagree 14 12.7
Neutral 18 16.4
Agree 51 46.4
Total 110 100.0
The above table 3.1.21 depicts that 4.5% of the respondents
are strongly disagree that the appraisal system has scope for helping each
employee discover his/her potential, 12.7 % of the respondents are in
disagree, 16.4 % of the respondents are in neutral in their position, 46.4 %
respondents are in agreed.
65
Maximum of 46.4 % of the respondents are agreed.
Organizational and individual objectives:
Table 3.1.22
Respondents’ feedback about Performance management
of organizational and individual objectives.

Disagree 19 17.3
Neutral 42 38.2
Agree 29 26.4
Total 110 100.0
respondents are neutral about the performance management’s alignment
of organizational and individual objectives, 26.4 % respondents are in
agree position, 17.3 % of the respondents are in disagree position, 13.6%
of the respondents are in strongly agree position.
Technical knowledge and skills:
66
Table – 3.1.23
Respondents’ feedback about the employees helps to
acquire technical knowledge and skills through training.

Disagree 8 7.3
Neutral 21 19.1
Agree 40 36.4
Total 110 100.0
agree about the employees helps to acquire technical knowledge and
skills through training, 33.6 % of the respondents are in strongly agree
position, 19.1 % of the respondents are neutral in their position, 7.3 % of
the respondents are in disagree position.
the maximum respondents are agreed.
Training and development policy:
Table – 3.1.24
Respondents’ feedback about widely shared training and
development policy in the organization.
67

Disagree 12 10.9
Neutral 23 20.9
Agree 41 37.3
Total 110 100.0
agree about their widely shared training and development policy in the
organization, 26.4 % of the respondents are in strongly agree position,
20.9 % of the respondents are neutral in their position, 10.9 % of the
respondents are in disagree position.
the respondents are agreed that the training and development policy.
Capability and potential:
Table – 3.1.25
Respondents’ feedback about training programmes
organized help to improve one’s capability and potential.

Disagree 8 7.3
Neutral 18 16.4
Agree 35 31.8
68
Total 110 100.0
The above table 3.1.25 depicts that 40 % of the respondents
are strongly agree about their training programmes organized help to
improve one’s capability and potential, 31.8 % respondents are in agree
position, 16.4 % of the respondents are neutral in their position, 7.3 % of
the respondents are in disagree position.
the maximum respondents are agreed.
Employees training:
Table – 3.1.26
Respondents’ feedback about Employees training before
they are placed on new jobs/assignment.
Strongly disagree 1 .9
Disagree 7 6.4
Neutral 26 23.6
Agree 48 43.6
Total 110 100.0
69
The above table depicts that 43.6 % respondents are agree
about Employees training before they are placed on new jobs/assignment,
25.5 % of the respondents are in strongly agree position, 23.6 % of the
disagree position.
Maximum of 43.6 % of the respondents are agreed that the training.
Training and development policy:
Table – 3.1.27
Respondents’ feedback about widely shared
Training and development policy

Disagree 20 18.2
Neutral 35 31.8
Agree 32 29.1
Total 110 100.0
respondents are neutral their widely shared training and development
70
policy,29.1% respondents are in agree position,18.2 % of the respondents
are in disagree position,12.7 % of the respondents are in strongly agree.
Maximum of 31.8 % of the respondents are neutral about widely shared
training and development policy in the organization.
Availability of tools and technologies:
Table – 3.1.28
Respondents’ feedback about availability of tools and
technologies for performing the job

Disagree 11 10.0
Neutral 21 19.1
Agree 36 32.7
Total 110 100.0
agree about the availability of tools and technologies for performing the
job, 32.7 % of the respondents are in strongly agree position, 19.1% of the
respondents are neutral in their position, 10 % of the respondents are in
disagree position
71
the maximum respondents are both strongly agreed and agreed.
Welfare measures:
Table – 3.1.29
Respondents’ feedback about welfare measures
Offered for employees

Disagree 30 27.3
Neutral 34 30.9
Agree 24 21.8
Total 110 100.0
The above table depicts that 30.9 % of the respondents are
neutral about their welfare measures offered for employees, 27.3 % of the
respondents are in disagree position, 21.8 % respondents are in agree
position, 10.9% of the respondents are strongly disagree in position, and
9.1 % of the respondents are strongly agree about their welfare measures.
the maximum respondents are neutral that the Welfare measures offered.
Lighting facility and cleanliness:
72
Table – 3.1.30
Respondents’ feedback about lighting facility and
cleanliness of the campus

Disagree 23 20.9
Neutral 44 40.0
Agree 27 24.5
Total 110 100.0
are neutral about their recognition and reward for their effective work, 24.5
% respondents are in agree position, 20.9 % of the respondents are in
disagree position, 9.1 % of the respondents are strongly.
the maximum respondents are neutral about Lighting facility and
cleanliness of the campus.
Rest room, canteen and medical facilities:
Table – 3.1.31
Respondents’ feedback about employee rest room,
canteen and medical facilities
73

Disagree 12 10.9
Neutral 24 21.8
Agree 46 41.8
Total 110 100.0
The above table depicts 3.1.31 that 41.8 % respondents are
agree about their employee rest room and medical facilities, 21.8 % of the
respondents are in neutral in their position 20 % of the respondents are in
strongly agree position, 10.9 % of the respondents are in disagree.
Maximum of 41.8 % of the respondents are agreed about rest room,
canteen and medical facilities.
Ventilation and environment:
Table – 3.1.32
Respondents’ feedback about good ventilation and
Clean environment for working

Disagree 8 7.3
Neutral 17 15.5
Agree 38 34.5
74
Total 110 100.0
are strongly agree their about good ventilation and clean environment for
working, 34.5 % respondents are in agree position, 15.5 % of the
disagree position.
of 40 % of the respondents are strongly agreed.
Career plan:
Table –3.1.33
Respondents’ feedback about employees has better
prospects as company designs better career plan.

Disagree 11 10.0
Neutral 26 23.6
Agree 46 41.8
Total 110 100.0
75
agree about employees have better prospects as company designs better
career plan, 23.6 % of the respondents are neutral in their position, 20.9 %
of the respondents are in strongly agree position, 10 % of the respondents
are in disagree position.
the respondents are agreed about company designs better career plan.
Awareness on formal career plan:
Table – 3.1.34
Respondents’ feedback about the organization creates
awareness on the existence of a formal career plan.

Disagree 19 17.3
Neutral 36 32.7
Agree 32 29.1
Total 110 100.0
respondents are neutral about the organization creates awareness on the
existence of a formal career plan, 29.1 % respondents are in agree
76
position, 17.7 % of the respondents are in strongly agree position, 17.3 %
of the respondents are in disagree position.
the maximum respondents are agreed awareness on formal career plan.
Career paths:
Table – 3.1.35
Respondents’ feedback about
Career paths shared with employees.

Disagree 8 7.3
Neutral 17 15.5
Agree 40 36.4
Total 110 100.0
The table 3.1.35 depicts that 39.1 % of the respondents are
strongly agree about career paths shared with employees, 36.4 %
respondents are in agree position, 15.5 % of the respondents are neutral
in their position, 7.2 % of the respondents are in disagree position.
77
the maximum respondents are strongly agreed that their Career paths are
shared with employees.
Individual’s participation in career plan:
Table – 3.1.36
Respondents’ feedback about great extent of
Individual’s participation in deciding the career plan.

Disagree 16 14.5
Neutral 40 36.4
Agree 33 30.0
Total 110 100.0
respondents are neutral about great extent of individual’s participation in
deciding the career plan, 30 % respondents are in agree position, 14.5 %
of the respondents are in disagree position, 14.4 % of the respondents are
in strongly agree position.
It is concluded the above table 3.1.36 that the Maximum of
36.4 % of respondents are neutral about individual’s career plan.
78
Morale and motivation:
Table – 3.1.37
Respondents’ feedback about career planning improves
morale and motivation.

Disagree 16 14.5
Neutral 40 36.4
Agree 35 31.8
Total 110 100.0
respondents are neutral about career planning improves morale and
motivation by matching skills to job requirements, 31.8 % respondents are
in agree position, 14.5 % of the respondents are in disagree position, 13.6
% of the respondents are in strongly agree position.
of 36.4 % of the respondents are neutral about the Career planning.
Sincere interest:
Table – 3.1.38
Respondents’ feedback about employees
79
Show sincere interest in their work
Strongly disagree 0 0
Disagree 2 1.8
Neutral 19 17.3
Agree 36 32.7
Total 110 100.0
respondents are strongly agree about their employees show sincere
interest in their work, 32.7 % respondents are in agree position, 17.3 % of
the respondents are neutral in their position, 1.8% of the respondents are
disagree about their employees show sincere interest in their work .
Maximum of 32.7 % of the respondents are agreed sincere interest.
Knowledge about nature of work:
Table – 3.1.39
Respondents’ feedback about employees has
Knowledge about their nature of work

Disagree 10 9.1
80
Neutral 23 20.9
Agree 49 44.5
Total 110 100.0
The table 3.1.39 depicts that44.5 % respondents are agree
about employees have knowledge about their nature of work, 23.6 % of
the respondents are in strongly agree position, 20.9% of the respondents
are neutral in their position, 9.1% of the respondents are disagree.
Maximum of 44.5 % of the respondents are agreed that they have
knowledge about their nature of work.
Willing to help:
Table – 3.1.40
Respondents’ feedback about willing
To help to the other employee
Strongly disagree 1 .9
Disagree 7 6.4
Neutral 21 19.1
Agree 40 36.4
Total 110 100.0
81
The table 3.1.40 depicts that 37.3 % of the respondents are
strongly agree about their willingness to help to the other employee, 36.4
% respondents are in agree position, 19.1 % of the respondents are
neutral in their position, 6.4 % of the respondents are in disagree position.
the respondents are agreed that they were always willing to help to the
other employee.
Informing about the problem:
Table – 3.1.41
Respondents’ feedback about employees inform
Exactly about the problem to their superior

Disagree 15 13.6
Neutral 36 32.7
Agree 40 36.4
Total 110 100.0
agree about employees inform exactly about the problem to their superior,
82
32.7 % of the respondents are neutral in their position, 14.5 % of the
respondents are in strongly agree position, 13.6 % of the respondents are
in disagree position.
the respondents are agreed inform about the problem to superior.
Keeping promises:
Table – 3.1.42
Respondents’ feedback about employees
Keeps their promises
Strongly disagree 0 0
Disagree 2 1.8
Neutral 13 11.8
Agree 35 31.8
Total 110 100.0
The above table 3.1.42 depicts that 54.5% of the respondents
are strongly agree about employees keep their promises, 31.8 %
respondents are in agree position, 11.8 % of the respondents are neutral
about their recognition and reward for their effective work.
83
It is concluded the above table 3.1.42 that the of 54.5 % of
the respondents are strongly agreed that keeping their promises.
3.2. Correlation
A general term used to describe the fact that two (or more)
variables are related. Galton, in 1869, was probably the first to use the
term in this way (as 'co-relation'). Usually the relation is not precise. For
example, we would expect a tall person to weigh more than a short person
of the same build, but there will be exceptions.
Although the word 'correlation' is used loosely to describe
the existence of some general relationship, it has a more specific meaning
in the context of linear relations between variables
If an increase in independent variable leads to an increase in
dependent variable, it is a case of positive correlation. On the other hand if
an increase in independent variable leads to a reduction in dependent
variable, it is a case of negative correlation. An example for negative
correlation could be the relationship between the age advancement and
resistance to diseases. As age advances, resistance to disease reduces.
84
Power and control & employee participation:
TABLE 3.2.1
Relationship between Power and control & employee
participation
Power & control participation

Power & control Pearson Correlation 1 .506(**)
Sig. (2-tailed) . .000

N 110 110
participation Pearson Correlation .506(**) 1
Sig. (2-tailed) .000 .
N 110 110
** Correlation is significant at the 0.01 level (2-tailed).
The above table depicts the relationship between Power and
control & employee participation. These two variables have high degree of
positive correlation i.e. 0.506. So there is a close relationship between
these two variables.
85
Participative and employees reward and recognition:
Table 3.2.2
Relationship Between participative in the concern and
employees reward and recognition.
Participative Reward
Participative Pearson Correlation 1 -.209(*)
N 110 110
Reward Pearson Correlation -.209(*) 1
N 110 110
* Correlation is significant at the 0.05 level (2-tailed).
The above table depicts the relationship between participative in
the concern and employees reward & recognition. These two variables
have low degree of negative correlation i.e. -0.209.
Participative and suggestions:
Table 3.2.3
86
Relationship Between participative in the concern and
suggestions made by the employees.
Participative Suggestions
Participative Pearson Correlation 1 -.201(*)
N 110 110
suggestions Pearson Correlation -.201(*) 1
N 110 110
* Correlation is significant at the 0.05 level (2-tailed).
The above table depicts the relationship between
participative in the concern and suggestions made by the employees.
These two variables have low degree of negative correlation i.e. -0.20I. So
there is a close relationship between these two variables.
3. 3. Introduction to One-Way ANOVA
Analysis of Variance (ANOVA) is an extremely useful
technique concerning researches in the fields of economics, biology,
education, psychology, sociology, business / industry and in researches of
several other disciplines. This technique is used when multiple sample
cases are involved.
87
The One-Way ANOVA procedure produces a one-way
analysis of variance for a quantitative dependent variable by a single
factor (independent) variable. Analysis of variance is used to test the
hypothesis that several means are equal. This technique is an extension
of the two-sample t test.
In addition to determining that differences exist among the
means, you may want to know which means differ. There are two types of
tests for comparing means: a priori contrasts and post hoc tests. Contrasts
are tests set up before running the experiment and post hoc tests are run
after the experiment has been conducted. You can also test for trends
across categories.
Year of service and Execution of work:
Table 3.3.1
ANOVA for Year of service and Execution of work
Null Hypothesis
There is no significant mean difference in association
between year of service and execution of work
88
Alternative Hypothesis
There is a relationship between year of service and
execution of work.
Sum of Df Mean F Sig.
Squares Square
Between Groups 12.482 4 3.121 2.837 .028
Within Groups 115.482 105 1.100
Total 127.964 109
The test of ANOVA between year of service and execution of
work shows an F value of 2.837. The significant value .028 is less than .
05. So we accept null hypothesis at 5% level of significance and conclude
that there is no significant mean difference in association between year of
service and execution of work
Year of Service and Suggestions:
Table 3.3.2
ANOVA for Year of Service and Suggestions
Null Hypothesis
89
There is a relationship between year of service and
suggestions made by the employees
Squares Square
Between Groups 11.559 4 2.890 2.144 .080
Within Groups 141.496 105 1.348
Total 153.055 109
The test of ANOVA between year of service and suggestions
made by the employees shows an F value of 2.144. The significant value .
080 is greater than .05. So we reject null hypothesis at 5% level of
significance and conclude that there is a significant mean difference in
association between year of service and suggestions made by the
employees
Educational qualification and objectives:
Table 3.3.3
ANOVA for Educational qualification and organizational
and individual objectives
Null Hypothesis
90
There is a relationship between Educational qualification
and organizational and individual objectives
Squares Square
Between Groups 9.792 4 2.448 2.336 .060
Within Groups 110.026 105 1.048
Total 119.818 109
The test of ANOVA between Educational qualification and
organizational and individual objectives shows an F value of 2.336. The
significant value .060 is less than .05. So we reject null hypothesis at 5%
level of significance and conclude that there is a significant mean
difference in association between the variables.
3.4. Introduction to Factor Analysis
Factor analysis attempts to identify underlying variables, or
factors, that explain the pattern of correlations within a set of observed
variables. Factor analysis is often used in data reduction to identify a small
number of factors that explain most of the variance observed in a much
larger number of manifest variables. Factor analysis can also be used to
generate hypotheses regarding causal mechanisms or to screen variables
for subsequent analysis (for example, to identify collinearity prior to
performing a linear regression analysis).
91
The factor analysis procedure offers a high degree of flexibility:
• Seven methods of factor extraction are available.
• Five methods of rotation are available, including direct oblimin and
promax for nonorthogonal rotations.
• Three methods of computing factor scores are available, and
scores can be saved as variables for further analysis.
Table 3.4.1
KMO and Bartlett's Tests
Kaiser-Meyer-Olkin Measure of .468
Sampling Adequacy.
Bartlett's Test of Approx. Chi- 34.348
Sphericity Square
Df 21
Sig. .033
Table 3.4.2
92
Communalities
Initial Extraction
Participation 1.000 .840
Recognition 1.000 .750
Performance appraisal 1.000 .883
Training program 1.000 .654
Internal facilities 1.000 .573
Career planning 1.000 .687
Sincerity 1.000 .492
Table 3.4.2 - Rotated Component Matrix
Factor
1 2 3 4
V1 .067 -.059 -.113 .905

V2 .592 -.049 -.476 -.414
V3 .118 -.034 .921 -.136
V4 .147 .791 -.074 .030
V5 .705 -.051 .050 .265
V6 -.090 .817 .051 -.092
V7 .684 .109 .08 -.078
Factor 1 includes
 V5 that is Feedback about the organization’s internal facilities.
Factor 2 includes
 V4 that is Feedback about the training programme in organization
 V6 that is feedback about career planning and development
Factor 3 includes,
 V3 that is Feedback about performance appraisal of employee
93
 V7 that is Feedback about the employee’s sincerity in work
Factor 4 includes
 V1 that is Feedback towards employee participation
CHAPTER – 4
FINDINGS, SUGGESTIONS AND CONCLUSION
4.1. Findings
The summary measures were based on the values reported by those
who completed the questionnaire.
4.1.1. Findings from Simple percentage Analysis
Findings from demographic factors:
 Majority of 54 % of the respondents are male
 Majority of 53.6 % of the respondents are married
 30.9 % of the maximum respondents are in the age group of 25-30
 29.1 % of the maximum respondents are post graduates
 34.5 % of the respondents are maximum getting monthly income of
Rs 7000-10000
Findings from employee participation:
 Maximum of 37.3 % of the respondents agreed their participation in
the concern.
94
 Maximum of 32.7 % of the respondents agreed their participation in
decision making
 Maximum of 31.7 % of the respondents are neutral about sharing of
power and control.
Findings from feedback from the superior:
 Maximum of 34.4 % of the respondents are agreed that the
recognition and reward for their effective work
 Maximum of 30.9 % of the respondents are agreed about their
personal traits are valued and 30.9 of the respondents are neutral
about the same thing
 Maximum of 32.7 % of the respondents agreed their coach keeps
them focused.
Findings from performance appraisal:
 Maximum of 40 % of the respondents are agreed that their
Performance appraisal is used to formulate a suitable training
programme to improve the present performance.
 Maximum of 32.7 % of the respondents are agreed the appraisal
system aims at strengthening appraiser-appraise relationship
 Maximum of 46.4 % of the respondents are agreed that the
appraisal system has scope for helping each employee discover
his/her potential
95
Findings from training programme:
 36.4 % of the maximum respondents are agreed to acquire
technical knowledge and skills through training.
 37.3 % of the maximum respondents are agreed that the shared
training and development policy in the organization.
 31.8 % of the maximum respondents are agreed that their Training
programmes organized help to improve one’s capability and
potential.
Findings from internal facilities:
 32.7 % of the maximum respondents are both strongly agreed and
agreed that the Availability of tools and technologies for performing
the job
 30.9 % of the maximum respondents are neutral that the Welfare
measures offered for them.
 40.9 % of the maximum respondents are neutral about Lighting
facility and cleanliness of the campus
Findings from career planning and development:
 41.8 % of the respondents are agreed that organization have better
96
 32.7 % of the maximum respondents are agreed that the
organization creates awareness on the existence of a formal career
plan.
 39.1 % of the maximum respondents are strongly agreed that their
Career paths are shared with employees.
Findings from employee sincerity:
 Maximum of 32.7 % of the respondents are agreed that they show
sincere interest in their work
 Maximum of 44.5 % of the respondents are agreed that they have
knowledge about their nature of work
 36.4 % of the respondents are agreed that they were always willing
to help to the other employee
4.1.2. Findings from correlation
 Power and control and the employee participation are having +ve
relationship correlation. This two variables are having high degree
of positive correlation i.e. 0.506. So there is a close relationship
between these two variables.
 The relationship between participative in the concern and
employees reward & recognition have low degree of negative
correlation i.e. -0.209.
97
4.1.3. Findings from ANOVA
 There is no significant mean difference in association between year
of service and execution of work. The significant value .028 is less
than .05. So we accept null hypothesis at 5% level of significance.
 The significant value .080 is greater than .05. So we reject null
hypothesis at 5% level of significance and conclude that there is a
significant mean difference in association between year of service
and suggestions made by the employees
 There is a significant mean difference in association between
Educational qualification and organizational and individual
objectives.
 The significant value .060 is less than .05. So we reject null
hypothesis at 5% level of significance.
4.1.3. Findings from factor analysis
Factor 1 includes
 V5 that is Feedback about the organization’s internal facilities.
Factor 2 includes
 V4 that is Feedback about the training programme in organization
 V6 that is feedback about career planning and development
Factor 3 includes,
98
 V3 that is Feedback about performance appraisal of employee
 V7 that is Feedback about the employee’s sincerity in work
Factor 4 includes
 V1 that is Feedback towards employee participation
4.2. Suggestions
It is desirable on the part of the organization to pay emphasis on
the following points.
 The management should focus the employee participation.
 Decision making power should share for all employees at limit.
 Sharing of power and control has to share according to their
occupation.
 Employee has good contribution towards job.
 Company is open to employee’s suggestions.
 The employees were recognized and rewarded for effective work
 The employees’ personal traits are valued. It should be focused.
 Coach keeps the employee focused. It is a welcomed by the
employees.
 Employees were satisfied with the recognition & feedback.
 Superiors should have close contact with the employees.
99
 Training programme is helps the employee to improve the present
performance. So it has to be focused for the future performance.
 The organization having an appraisal system aims at strengthening
appraiser-appraise relationship
 Employees should focus to acquire technical knowledge and skills
through training.
 The shared training and development policy helps the employee to
have good knowledge about his job.
 Training programmes organized help to improve one’s capability
and potential. So it has to be developed further.
 Welfare measures should be developed for employees.
 The organization has better prospects as company designs better
career plan. But it should change for the new operations.
 Individual’s participation should be decided for the career plan.
 Employees were show sincere interest in their work. Those
employees should monitor and rewarded.
10
0
4.3 CONCLUSION
The study gave me an opportunity to learn 360 degree feedback
and how it helps to measure the employee performance. The key point
360 degree feedback has been used to determine the employee
performance and it gave a feedback about the employees’ present
performance to the ambal management.
The study analyzed the various factors of 360 degree feedback such as
Participation, Performance appraisal, Training program, internal facilities,
career planning & development and recognition & feedback.
From the study Employee performance with 360 degree feedback
was found to be good in the organization. Through the effective 360
degree feedback results, the company has been successful in achieving
its objective to a greater extent. The suggestions provided will further help
10
1
in improving the level of Employee performance and in framing or
redrafting the HR policies and practices.
BIBLIOGRAPHY
 Kothari, C.R, (1990), “Research Methodology”, second edition,

Wishwa Prakasam Publications, New Delhi.
 Richard I Levin and David.S.Ruben, (1997), “Statistics for

management”, Seventh edition, Prentice Hall India.
 Fred Luthans, (1995), “360 degree feedback – An overall review”,

Seventh edition, McGraw – Hill, Inc.
 John W. Newstrom/Keith Davis, “360 degree feedback”, ninth

edition, McGraw-Hill, Inc.
 Rajendra Nargundkar(2003), “Marketing Research”, Second

edition, Tata McGraw-Hill Publishing Company Limited.
10
2
 T.V.Rao and Raju Rao (2006) “360 degree feedback –
Performance management system” Second edition, Excel books.
Websites:
 Maruthi true value.com.
 Ambal auto.com
 Maruthisuzuki.com
QUESTIONNAIRE
A COMPREHENSIVE STUDY WITH 360 DEGREE FEEDBACK TO
DETERMINE THE EMPLOYEE PERFORMANCE IN AMBAL AUTOS
AT SRIVCE UNIT I, COIMBATORE CITY.
I would be much grateful to you if you could kindly help me by filling
up this questionnaire to evaluate the 360 degree feedback about the
employees of Ambal service unit I, Coimbatore.
I. Feedback towards employee participation:
Note:
1 : Strongly disagree
2 : Disagree
3 : Neutral
4 : Agree
5 : Strongly agree
S.No Particulars 1 2 3 4 5
1 I feel useful and participative in the concern
2 I am allowed to participate in decision making
10
3
3 Power and control are widely shared in the organization
4 My contribution to job motivates me
5 The company is open to suggestions made by the
employees
II. Recognition and feedback from the superior:

6 Employees are recognized and rewarded for their
effective work
7 Employees personal traits are valued
8 I execute my work, my leader monitors and provide
feedback
9 I have coach or mentor who keeps me focused
10 I am satisfied with the recognition and feedback provided
by the concern.
III. Feedback about performance appraisal of employee:

11 Superiors having close contact with the employees
appraise them.
12 Performance appraisal is used to formulate a suitable
training programme to improve the present
performance.
13 The appraisal system aims at strengthening appraiser-
appraise relationship through mutuality and trust.
14 The appraisal system has scope for helping each
employee discover his/her potential.
15 Performance management aligns organizational and
individual objectives.
IV. Feedback about the training programme conducted by the

organization:
10
4
16 The employees are helped to acquire technical
knowledge and skills through training.
17 There is a widely shared training and development
policy in the organization.
18 Training programmes organized help to improve
one’s capability and potential.
19 Employees are given training before they are placed
on new jobs/assignment.
20 There is a widely shared training and development
policy in the organization.
V. Feedback about the organization’s internal facilities:

21 Availability of tools and technologies for performing
the job
22 Welfare measures offered for employees
23 Lighting facility and cleanliness of the campus
24 Employee rest room, canteen and medical facilities
25 Good Ventilation and clean environment for working
VI feedback about career planning and development for employees:

26 The employees in this organization have better
27 The organization creates awareness on the
existence of a formal career plan.
28 Career paths are shared with employees.
29 There is a great extent of individual’s participation in
deciding the career plan.
30 Career planning improves morale and motivation by
matching skills to job requirements.
10
5
VII. Feedback about the employee’s sincerity in work:
31 Employees show sincere interest in their work
32 Employees have knowledge about their nature of
work
33 Employees are always willing to help to the other
employee
34 Employees inform exactly about the problem to their
superior
35 Employees keep their promises
VIII. Personal information:

36. Name of the employee ___________________________________
37. Designation ___________________________________
38. Gender : a) Male ( ) b) Female ( )
39. Martial status : a) married ( ) b) single ( )
40. Age
a) Below 25 ( ) b) 25-35 ( ) c) 35-45 ( )
d) 45-55 ( ) e) Above 55 ( )
41. Educational qualification
a) Secondary ( ) b) Higher secondary ( ) c) Graduate ( )
d) Post graduate ( ) e) diploma and ITI ( )
42. Monthly income (in Rs),
a) Below 5000 ( ) b) 5000-7000 ( ) c) 7000-10000 ( )
d) 10000-15000 ( ) e) Above 15000 ( )
43. Experience (in years)

a) Below 1 yr ( ) b) 1-2 yrs ( ) c) 2-5 yrs ( )
d) 5-10 yrs ( ) e) Above 10 yrs ( )
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44. Working at which level of management,
a) Top level management ( )
b) Middle level management ( )
c) Low level management ( )
45. Could you point out any other suggestions to Ambal autos that you
expect and that could increase the employee performance?
___________________________________________________________
___________________________________________________________
___________________________________________________________
*****--------*****
10
7

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CHAPTER – 1

360 degree feedback is a method and a tool that provides

each employee the opportunity to receive performance feedback from his

or her supervisor and four to eight peers, reporting staff members,

responded to by each individual in a self assessment. 360 degree

feedback allows each individual to understand how his effectiveness as an

employee, coworker, or staff member is viewed by others. The most

effective 360 degree feedback processes provide feedback that is based

on behaviors that other employees can see.

The feedback provides insight about the skills and behaviors

desired in the organization to accomplish the mission, vision, and goals

exceed customer expectations.

receiving feedback. The purpose of the 360 degree feedback is to assist

each individual to understand his or her strengths and weaknesses, and to

contribute insights into aspects of his or her work needing professional

development. Debates of all kinds are raging in the world of organizations

about how to:

 select the feedback tool and process,

 select the raters,

 use the feedback,

 review the feedback, and

 Manage and integrate the process into a larger performance

360 degree feedback has many positive aspects and many

Society for Training and Development (ASTD), reviewed the training

practices of more than 750 firms. Fifty-five firms, described by ASTD as

leading edge in their training approaches, rely heavily on employee

development plans and annual performance reviews.

development plans, and 33 percent provided 360 degree feedback for

most of their employees in 1998, compared to 50 percent and 10 percent

degree component of their performance management systems identify

these positive features of the process. These features will manifest

In human resources, 360-degree feedback is,

“Employee development feedback that comes from all

and managers in the organizational hierarchy, as well as a self-

assessment, and in some cases external sources such as customers and

suppliers or other interested stakeholders. ("360" refers to the 360

360 Degree Feedback is also known as,

 Multi-source assessment and

 360 Degree Appraisal.

Components of 360 degree appraisal

360 degree appraisal has four integral components:

performance. Superior’s appraisal forms the traditional part of the 360

degree appraisal where the employees’ responsibilities and actual

performance is rated by the superior.

Subordinates appraisal gives a chance to judge the

employee on the parameters like communication and motivating abilities,

1.1.1 360 degree feedback and employee:

Self assessment is an indispensable part of 360 degree

appraisals and therefore 360 degree Performance appraisal have high

and performance. It provides a "360-degree review" of the employees’

performance and is considered to be one of the most credible

performance appraisal methods.

360 degree appraisal is also a powerful developmental tool

because when conducted at regular intervals (say yearly) it helps to keep

a track of the changes others’ perceptions about the employees. A 360

degree appraisal is generally found more suitable for the managers.

The advantages of 360 Degree Feedback

 Can uncover hidden lights and blind spots

 Feedback coming from a number of different people is more

 Inspires people to take ownership of their own learning and

 People gain much better self awareness by learning how their