Abstract
This research focuses on performance appraisal, a critical function of Human Resource Management that has recently faced significant criticism and negative perceptions. To address these challenges, the study explores a contemporary model—the 360-Degree Feedback system—which offers a comprehensive approach to overcoming traditional appraisal drawbacks. The researchers examined the application of this concept within two Iraqi public organizations: the Middle Electricity Distribution Office (Ministry of Electricity) and the Water and Sewerage Directorate (Ministry of Municipalities). This model ensures the participation of multiple evaluators, including upper management, immediate supervisors, peers, and self-assessment. Utilizing a survey distributed to a sample of 60 employees across both organizations, the study found a high level of interest and readiness to adopt the 360-degree model, both conceptually and regarding the parties involved in the evaluation process. The results indicated no statistically significant differences between the two organizations in their receptivity to the model. Consequently, the researchers recommend the initial implementation of this system within these organizations, emphasizing the need to mitigate potential implementation barriers, foster a positive psychological climate, and link the existing incentive systems to the appraisal outcomes.
DOI
10.33095/jeas.v17i63.989
Subject Area
Managerial
First Page
27
Last Page
50
Recommended Citation
Altaee, A. H., & Mhaibes, H. A. (2011). Reverse Feedback 360 Degree, Comparative Analytical Study for a Sample of Managers and Heads of Departments in the Central Electricity Department and the General Directorate of Water and Sewage. Journal of Economics and Administrative Sciences, 17(63), 27-50. https://doi.org/10.33095/jeas.v17i63.989
