360-Degree Performance Appraisal and its Effectiveness and Challenges: A Case Study on RMC Education Service Center

1.                Kundala Podugu Madhan Mohan Reddy,

MBA, Department of Management Studies, CMR Institute of Technology, Bengaluru

2.                Likitesh P

MBA, Department of Management Studies, CMR Institute of Technology, Bengaluru

3.                Dr Murugesan TK

 Department of Management Studies, CMR Institute of Technology, Bengaluru

ABSTRACT

This study examines the effectiveness and challenges of the 360-degree performance appraisal system implemented at RMC Education Service Center, a Bengaluru-based overseas education consultancy specialising in MBBS-abroad admissions. Primary data was collected from 118 employees through structured questionnaires, supplemented by secondary data from books, articles and company records, using a descriptive research design. The findings show that while awareness of the 360-degree system is fairly widespread, a majority of employees still perceive appraisal as supervisor-driven rather than genuinely multi-source, indicating partial implementation. Most respondents reported that the system positively affects their performance, communication and teamwork, and rated it as moderately fair and useful for development. Bias in feedback and lack of confidentiality emerged as the leading challenges. Statistical testing found no significant association between awareness and satisfaction, a marginal (non-significant) link between perceived impact and fairness, and a statistically significant difference in perceived effectiveness across feedback sources — with genuine multi-source appraisal rated most effective. The study concludes that 360-degree appraisal is a valuable but unevenly implemented tool at RMC, and recommends stronger training, confidentiality safeguards and more frequent feedback cycles.

KEYWORDS

360-Degree Feedback, Performance Appraisal, Multi-Source Feedback, Employee Development, Feedback Bias, Employee Communication, HR Practices